Fundamentals Of Organizational Behaviour 3rd Canadian Edition Langton Nancy - Solutions

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Do organizations such as this appeal to you? If yes, why? If no, why not?
The impact of Bowen’s changes around the workplace quickly caused two key employees to quit G.A.P Adventures. Why do you think these employees were so resistant to the new changes to G.A.P’s culture? (p. 05)
Did G.A.P Adventures have a strong or weak culture before Bowen was hired? Justify your answer. (p. 05)
What benefits can come from bringing an “outsider,” such as Dave Bowen, into a growing company like G.A.P Adventures? In your opinion, was Bowen a good fit for G.A.P, or should someone more suited to the company’s existing organizational culture have been brought in? (p. 05)
What, if anything, would you have done differently if you had been Grey? (p. 05)
Evaluate the way Courtland Grey handled this change. (p. 05)
Explain Tammy’s resistance. (p. 05)
Reflect on either the culture of one of your classes or the culture of the organization where you work, and identify characteristics of that culture that could be changed. How might these changes be made? (p. 05)
Have you or someone you know worked somewhere where the culture was strong? What was your reaction to that strong culture? Did you like that environment, or would you prefer to work where there is a weaker culture? Why? (p. 05)
Identify artifacts of culture in your current or previous workplace. From these artifacts, would you conclude that the organization has a strong or weak culture? (p. 05)
Be aware that change is a fact of life. If you need to change something in yourself, be aware of the importance of creating new systems to replace the old. Saying you want to be healthier, without specifying that you intend to go to the gym three times a week, or eat five servings of fruits and
When you work in groups on student projects, the groups create mini-cultures of their own. Be aware of the values and norms that are being supported early on in the group’s life, as these will greatly influence the group’s culture. (p. 05)
Carefully consider the culture of any organization at which you are thinking of being employed. You will feel more comfortable in cultures that share your values and expectations. (p. 05)
“Resistance to change is an irrational response.” Do you agree or disagree? Explain. (p. 05)
Can you identify a set of characteristics that describes your college’s or university’s culture? Compare them with several of your peers’ lists. How closely do they agree? (p. 05)
Is socialization brainwashing? Explain. (p. 05)
How are an individual’s personality and an organization’s culture similar? How are they different? (p. 05)
What are the factors that lead organizations to resist change? (p. 05)
What are the factors that lead individuals to resist change? (p. 05)
How does Kotter’s eight-step plan for implementing change deal with resistance to change? (p. 05)
How does Lewin’s three-step model of change deal with resistance to change? (p. 05)
How can culture be a liability to an organization? (p. 05)
Describe four cultural types and the characteristics of employees who fit best with each. (p. 05)
What benefits can socialization provide for the organization? For the new employee? (p. 05)
Can an employee survive in an organization if he or she rejects its core values? Explain. (p. 05)
What defines an organization’s subcultures? (p. 05)
How can an outsider assess an organization’s culture? (p. 05)
What could WestJet do to prevent this type of ruthless, corporate espionage behaviour in the future? (p. 05)
What were the factors influencing ethical or unethical decision-making behaviour of the main characters in this airline saga? (p. 05)
Using the four ethical decision-making criteria (utilitarianism, rights, justice, and care), assess the ethics of WestJet Airlines’ and Air Canada’s actions. (p. 05)
How does social responsibility explain what Syncrude does? (p. 05)
Should the company engage in practices that help the Aboriginal community, even if it means that the return to shareholders is not as large?
What benefits do you think Syncrude might derive from being a good neighbour in Fort McMurray? (p. 05)
You are in the process of hiring a new assistant, and your number-one client in terms of dollar value in sales has suggested that his sister-in-law would be ideal for the job. You have interviewed her, but believe that another candidate you interviewed is better qualified. You are concerned that if
You have discovered that one of your closest friends at work has stolen a large sum of money from the company. Would you do nothing? Go directly to an executive to report the incident before talking about it with the offender? Confront the individual before taking action? Make contact with the
You want to get feedback from people who are using one of your competitor’s products. You believe you will get much more honest responses from these people if you disguise the identity of your company. Your boss suggests you contact possible participants by using the fictitious name of the
Your company policy on reimbursement for meals while travelling on company business is that you will be repaid for your out-of-pocket costs, which are not to exceed $50 a day. You do not need receipts for these expenses—the company will take your word. When travelling, you tend to eat at
You have the opportunity to steal $100 000 from your company with absolute certainty that you would not be detected or caught. Would you do it? (p. 05)
You are negotiating a contract with a potentially very large customer whose representative has hinted that you could almost certainly be assured of getting his business if you gave him and his wife an all-expenses-paid cruise to the Caribbean. You know the representative’s employer would not
As a group, decide what to do with the 10 people. How would you arrive at your decision? What ethical criteria would you use to make your decision? (p. 05)
Here is what you know about the 10 people surrounding your lifeboat: (p. 05)An elderly couple A newlywed couple A 7-year-old child A minister
Your ship has crashed. Luckily your group has found a lifeboat. However there are 10 people who are currently surrounding your lifeboat and asking to join you. Unfortunately, your lifeboat has room for only 3 additional people beyond those in your group. (If you have 6 people in your group, your
You have seen a classmate cheat on an exam or an assignment. Do you do something about this or ignore it? (p. 05)
The company that makes your favourite snack product has been accused of being weak in its social responsibility efforts. What impact will this have on your purchase of any more products from that company? (p. 05)
Apply the rational decision-making model to deciding where your group might eat dinner this evening. How closely were you able to follow the rational model in making this decision? (p. 05)
When making decisions, you should consider their ethical implications. A quick way to do this is to ask yourself: Would I be embarrassed if this action were printed on the front page of the local newspaper? (p. 05)
Use creativity-stimulation techniques. You can improve your overall decision-making effectiveness by searching for innovative solutions to problems. This can be as basic as telling yourself to think creatively and to look specifically for unique alternatives. (p. 05)
Analyze decision situations and be aware of your biases. We all bring biases to the decisions we make. Combine rational analysis with intuition. As you gain experience, you should feel increasingly confident in using your intuition with your rational analysis. (p. 05)
In some decision situations, you might consider following the rational decision-making model. This will ensure that you examine a wider variety of options before committing to a particular decision. (p. 05)
What is corporate social responsibility, and why do companies engage in it? (p. 05)
Are unethical decisions more a function of the individual decision maker or the decision maker’s work environment?Explain. (p. 05)
Describe the four criteria that individuals can use in making ethical decisions. (p. 05)
Identify five organizational factors that block creativity at work. (p. 05)
What is groupshift? What is its effect on decision-making quality? (p. 05)
What is groupthink? What is its effect on decision-making quality? (p. 05)
What role does intuition play in effective decision making? (p. 05)
Describe organizational factors that might constrain decision makers. (p. 05)
What is the rational decision-making model? Under what conditions is it applicable? (p. 05)
If group decisions consistently achieve better-quality outcomes than those achieved by individuals, how did the phrase “a camel is a horse designed by a committee” become so popular and ingrained in our culture? (p. 05)
Have you ever increased your commitment to a failed course of action? If so, analyze the follow-up decision to increase your commitment and explain why you behaved as you did. (p. 05)
What factors do you think differentiate good decision makers from poor ones? Relate your answer to the six-step rational decision-making model. (p. 05)
“For the most part, individual decision making in organizations is an irrational process.” Do you agree or disagree?Discuss. (p. 05)
Observe two sports teams (either college or professional—one that you consider successful and the other unsuccessful). What leadership styles appear to be used in these teams? Give some specific examples of the types of leadership behaviours you observe. How would you evaluate the leadership
Think of a group or team to which you currently belong or of which you have been a part. What type of leadership style did the leader of this group appear to exhibit? Give some specific examples of the types of leadership behaviours he or she used.Evaluate the leadership style. Was it appropriate
If you were speaking in front of a room of top executives, what advice would you offer about why being a bad boss does not make good business sense? (E. 18)
Is Robert Lemieux a manager or a leader? Explain. (E. 18)
Would you identify Jack Welsh as a charismatic leader? Explain. (E. 18)
Do you think it’s easier or harder to be promoted internally into a formal leadership position than to come into it as an outsider? Explain. (E. 18)
Which leadership theories, if any, could help new leaders deal with this transition? (E. 18)
If new managers don’t know what leadership style to use, what does this say about leadership and leadership training? (E. 18)
A lot of new managers err in selecting the right leadership style when they move into management. Why do you think this happens? (E. 18)
When you have worked in student groups, how frequently have leaders emerged in the group? What difficulties occur when leaders are leading peers? Are there ways to overcome these difficulties? (E. 18)
Identify a situation in which you were in a leadership position (in a group, in the workplace, within your family, etc.). To what extent were you able to use a contingency approach to leadership? What made that easier or more difficult for you? (E. 18)
Identify an example of someone you think of as a good leader (currently or in the past). What traits did he or she have? How did these traits differ from someone you identify as a bad leader? (E. 18)
Sometimes no leader is needed—the individuals in the group simply work well enough together that each takes turns at leadership without appointing a formal leader? (E. 18)
There is no one best way to lead. It is important to consider the situation and the needs of the people who will be led. (E. 18)
Leaders are not born. They learn how to lead by paying attention to situations and what needs to be done. (E. 18)
It is easy to imagine that theories of leadership are more important to those who are leaders or who plan in the near future to become leaders. However, leadership opportunities occur throughout an organization. You have no doubt seen student leaders who did not necessarily have any formal
“Leaders make a real difference in an organization’s performance.” Build an argument in support of this statement.Then build an argument against this statement.? (E. 18)
Is there an ethical problem if leaders focus more on looking like leaders than actually being leaders? Discuss. (E. 18)
Based on the low representation of women in upper management, to what extent do you think that organizations should actively promote women into the senior ranks of management? (E. 18)
What kind of activities could a full-time college or university student pursue that might lead to the perception that he or she is a charismatic leader? In pursuing those activities, what might the student do to enhance this perception? (E. 18)
Reconcile path-goal theory and substitutes for leadership. (E. 18)
Why do you think effective female and male managers often exhibit similar traits and behaviours? (E. 18)
What is moral leadership? (E. 18)
Describe the strengths and weaknesses of a charismatic leader. (E. 18)
What are the differences between transactional and transformational leaders? (E. 18)
What characteristics define an effective follower? (E. 18)
When might leaders be irrelevant? (E. 18)
What are the contingency variables in path-goal theory? (E. 18)
What is the Leadership Grid? Contrast its approach to leadership with the approaches of the Ohio State and Michigan studies. (E. 18)
Describe the strengths and weaknesses of trait theories of leadership. (E. 18)
Trace the development of leadership research. (E. 18)
What should be done about managers who create toxicity in the workplace while being rewarded because they achieve bottom-line results? Should bottom-line results justify their behaviour? (E. 18)
Is it reasonable to suggest, as some researchers have, that young people today have not learned to be civil to others or do not place a high priority on doing so? Do you see this as one of the causes of incivility in the workplace? (E. 18)
What factors contributed to the political behaviour evident in the sponsorship scandal? (E. 18)
What influence tactics did the prominent characters in the sponsorship saga use to try to pressure people to act in certain ways? (E. 18)
Identify the power bases of the individuals involved in the sponsorship scandal: Jean Brault, Chuck Guité, Joe Morselli, Alain Renaud, Tony Mignacca, and Sheila Fraser. (E. 18)
What, if anything, can management do to change Fowler’s behaviour? (E. 18)
What does this case say regarding implementing knowledge-management systems? (E. 18)

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Fundamentals Of Organizational Behaviour 3rd Canadian Edition Langton Nancy - Solutions

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