Organizational Behaviour 16th Global Edition Timothy A. Judge, Stephen P. Robbins - Solutions

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In groups of 5–7, reach a consensus on the most-needed and least-needed skills identified in Steps 1 and 2.
Identify the 4 skills that you think are least important for managers to have.
Using the skills listed in the Learning About Yourself Exercise, identify the 4 skills that you think all managers should have.
Develop a list of “organizational puzzles,” that is, behaviour you have observed in organizations that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles, using your knowledge of OB.
Identify some examples of “worst jobs.” What conditions of these jobs made them unpleasant? To what extent were these conditions related to behaviours of individuals?
Consider a group situation in which you have worked. To what extent did the group rely on the technical skills of the group members vs. their interpersonal skills? Which skills seemed most important in helping the group function well?
By knowing how to motivate others who are working with you, how to communicate effectively, and when to negotiate and compromise, you can get along in a variety of situations that are not necessarily work-related.
If you are aware of how your perceptions and personality affect your interactions with others, you can be more careful in forming your initial impression of others.
When you work together with student teams, join a student organization, or volunteer time to a community group, know that your ability to get along with others has an effect on your interactions with the other people in the group and the achievement of the group’s goals.
As you journey through this course in OB, bear in mind that the processes we describe are as relevant to you as an individual as they are to organizations, managers, and employees.
Where do you think OB would fall on the scale? Why?
On a scale of 1 to 10, measuring the sophistication of a scientific discipline in predicting phenomena, mathematical physics would probably be a
Why do you think the subject of OB might be criticized as being “only common sense,” when we would rarely hear such a comment about a course in physics or statistics? Do you think this criticism of OB is fair?
In considering Case Incident 1 , assume Schultz’s change initiative might succeed at another company that values customization and high levels of customer service. How would it need to differ at a firm that emphasizes speed and efficiency of service?
What were the forces that helped make the change smoother?
Why is it so difficult for individuals to accept change?
What were the forces that necessitated change in the organization?
A great deal of the return to an original culture has been credited to Howard Schultz, who acted as an idea champion. Explain how Schultz’s efforts to change the Starbucks culture fit with our discussion of culture change earlier in the chapter.
Why might this type of radical change process be easier for Starbucks to implement than it would be for other companies?
What factors are most likely to change when a company grows very rapidly, as Starbucks did?How can these changes threaten the culture of an organization?
Drawing on Kotter’s eight-step plan for implementing change, how might WPAC have handled its planned change differently?
Given the economic situation and ratings decline, should Stone have taken on Devereaux? Explain.
Do you think either party behaved unethically in this case? If so, why?
Bring the class together, and discuss your recommendations from question 18-11.
From your list in question 18-10, write down your targeted, informed recommendations for overcoming the obstacles. Also consider what further information would you like from the company.
Which of the obstacles do you think will present problems for achieving the five recommendations? How? Make a list.
Now consider the six obstacles the consultants have identified, the five recommendations, and your answer to question
Based on what you determine about TutorMe’s business practices, do you agree or disagree with each of the consultants’ five recommendations? Why or why not?
First, gather all you know about TutorMe’s current business practices. Write down the reasons tutors stay while staff turnover is high. Decide what is currently working for TutorMe. What is not working and needed change even before competition came in?
Differentiate between individual and organizational stress management.
How is organizational stress regularly managed?
Describe three potential sources of organizational stress.
How do organizations create a positive culture for change?
Managing organizational change well is essential;contrast four main approaches.
Employees fear change. Describe the major sources of resistance.
Explain how both planned and unplanned change are habitual.
List any organization’s human resource leadership roles.
Demonstrate performance evaluation improvement techniques.
Identify the methods of performance evaluation.
Explain why both on-the-job and off-the-job training are essential today.
Where does more learning occur: with formal or informal methods?
Explain the skills category of training. Discuss why civility and ethics have been added.
Describe contingent selection processes.
Of the three substantive methods, identify the most useful.
Identify the most effective initial selection methods to eliminate rough-cuts.
If you were the new CEO of Barclays, what steps would you take to repair the bank’s reputation?
Is it possible to have a culture of short-termism while at the same time ensuring customers’ needs are met?
To what extent was the Barclays board responsible for creating the new organizational culture?
The Hyatt and the Semiramis InterContinental should have shown similar results when it came to cultural assessment. Would you agree or disagree?
How do the Egyptian, American, and Canadian cultures differ according to Hofstede and Trompenaars?
How can you determine when a line has been crossed between a fun and informal culture, and one that is offensive and inappropriate?
Denise Brown, a former member of the Tribune’s management, said, “If you spoke up, you were portrayed as a sissy.” How would you have reacted if you had witnessed some of the behaviors described in this case?
How does organizational culture affect an organization’s success, both at home and overseas. Illustrate with examples.
Define the characteristics of a spiritual culture.
How is a positive organizational culture created?
How do you build an ethical culture?
Describe how organizational culture is transmitted.
How is organizational culture created and sustained?
List the functional and dysfunctional consequences of organizational culture for human resources.
Explain how the common characteristics of organizational culture are incorporated.
Demonstrate how integrating organizational design means adopting behavior standards.
Show that companies adopting a mechanistic organizational structure run themselves differently from those adopting an organic structural approach.
Describe why boundaryless organizations make sense today.
Explain why virtual organizations are functional.
Demonstrate how a matrix works.
Show how the advantages of running departments as bureaucracies may outweigh the disadvantages.
Explain why the six elements of an organizational structure are relevant.
If you were the interviewer, what action would you have taken? Explain why you would choose to behave in that manner.
Evaluate third-party negotiators when they adopt organizational roles.
Explain how negotiations are shaped by individuals.
In which cases do leaders adopt the five-step negotiation process?
Describe how distributive bargaining uses a different approach than integrative bargaining.
Explain the important role played by five-stage conflict-negotiation processes.
Show why understanding conflict in terms of its three types and three loci is productive.
Explain why organizational leaders adopt traditional views of conflict rather than interactionist views.
In consideration of your reading of the chapter and Case Incident 1, what do you think are some tasks in an organization that a top executive should never delegate to others?
Studies have shown that those prone to complaining or “whining” tend to have less power in an organization. Do you think whining leads to diminished power and influence, or the other way around? How can Barry avoid appearing to be a whiner?
Should Barry complain about his treatment?To whom? If he did complain, what power tactics should Barry use?
Abu Dhabi provides much of the funding for the UAE central bank. It has bankrolled Dubai at cost in terms of political and economic freedom. To what extent do you think Dubai is losing its ability to make its own decisions?
Control of decision making and financial expenditures was the root cause of the debt situation in Dubai. Sheikh Mohammed bin Rashid Al Maktoum has delegated to people who can make decisions on his behalf. Would a more “hands-on” approach be more effective, or would this hinder progress?
How would you prioritize and delegate the tasks of the new key decision makers in Dubai?
Why do some individuals resist the effects of power more strongly than others?
One writer commented that these acts of bending behavior to suit those in power remind “anyone who is under pressure to carry out orders from‘above’ to constantly question the validity and prudence of what they’re being asked to do.” Why don’t we do this more often?
Do you think people tailor their behavior to suit those in power more than they admit?Do you?
What standards can you use to determine whether a political action is ethical?13.9. Summarize what occurred within and among the three teams.13.10. Is it different being in the top team than in the middle team? If so, what are the differences your team perceived?13.11. What lessons about power does
Demonstrate how employees regularly engage in impression management.
Illustrate the causal relationship of political behavior in organizations.
Describe how different levels within organizations abuse power, position, and culture in cases of sexual harassment.
Explain how leaders use nine influence tactics and their contingencies to achieve their objectives.
Illustrate how dependency shapes power relations in organizational structures.
Differentiate the five bases of power. Clarify how levels of power change.
Leadership, power, and power-dependency are closely linked. Define each.
Explain why effective leaders meet multiple challenges today.
Increasingly, mentoring is a critical role. How and why do effective leaders adopt it?
Authentic leaders are trustworthy. Explain by focusing on the leader-follower organizational relationship.
Salient, influential, charismatic, and transformational business leaders are organizational change agents. Explain.
What is the underlying logic of the contingency theory?
Does behavior define leaders and leadership?Explain the behavior theory.
Do traits define leadership? Have they ever?Explain the trait theory of leadership.
Although both are equally important in organizations, leadership and management are different. Explain.

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Organizational Behaviour 16th Global Edition Timothy A. Judge, Stephen P. Robbins - Solutions

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