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organizational behaviour understanding
Organizational Behaviour Improving Performance And Commitment In The Workplace 5th Canadian Edition Ian Gellatly Jason A. Colquitt, Jeffery A. LePine, Michael J. Wesson - Solutions
3. The students keep what's on their cards a secret, and no one may see the type or colour of another's card.
2. Before the exercise starts, the instructor shuffles the deck well and walks around the room giving each student a card.
1. Prior to the class, the instructor writes well-known names, words, or phrases on playing cards (try to have an equal number of hearts, clubs, diamonds, and spades; divide the class size by four to come up with the approximate number). The selected items may be famous people, songs, books,
3. Can the informal communication network within an organization, like “the grapevine,” be sustained using applications like Zoom?
2. Is it possible to build and sustain meaningful work relationships characterized by trust and commitment when co-workers or team members have a hard time communicating with one another or are socially isolated or geographically dispersed? How might technology like Zoom help or hinder this process?
1. Is it all Zoom and gloom? Going beyond the suggestions in Table 10-1, what are some other practical ways we can reduce feelings of fatigue during videoconferencing communication?
10.5 Should the informal communication network of an organization (e.g., rumour mill, grapevine) be monitored and managed, and why might managers want to do this? As more and more employees work from home offices (i.e., no face-to-face water-cooler chats) can the grapevine sustained? Is this a
10.4 Describe the communication process in a student team of which you’ve been a member. Did any of the issues described in the chapter interfere with team members’ ability to communicate effectively? Which netwo structure comes closest to describing the one that the team used to communicate?
10.1 Due to the complex nature of the communication process, it is relatively easy to misinterpret verbal and nonverbal messages. Has this ever happened to you? Describe what took place and your reactions to the incident (i.e., briefly share the circumstances leading up to the event, the messages
3. Class discussion, whether in groups or as a class, should focus on the following questions: How accurate were the descriptions you reached? What decision-making problems were evident in the decisions you reached? Consider especially where decision heuristics, availability, and escalation of
2. Your instructor will give you the correct answer to each problem.
3. Class discussion, whether in groups or as a class, should focus on the following questions: How accurate were the descriptions you reached? What decision-making problems were evident in the decisions you reached? Consider especially where decision heuristics, availability, and escalation of
2. Your instructor will give you the correct answer to each problem.
1. In your groups, come to consensus on an answer to each of the problems below.
3. How might artificial intelligence help employees to make decisions using t data that is stored in conversations that take place through Slack? Would you be comfortable with a company accessing all your messages?
2. What rules would a company need to put in place to ensure efficient use Slack in order to help employees make better decisions?
1. What are the issues (good and bad) with working for a company that uses a messaging application like Slack?
9.5 Given your background, which of the decision-making biases listed in the chapter do you most struggle with? What could you do to overcome those biases to make more accurate decisions?
9.4 Do you consider yourself to be a “rational” decision maker? For what types of decisions are you determined to be the most rational? What types of decisions are likely to cause you to behave irrationally?
9.3 What does the term “expert” mean to you? What exactly do experts do that novices don’t?
9.2 Companies rely on employees with substantial amounts of tacit knowledge. Why do companies struggle when these employees leave the organization unexpectedly? What can companies do to help ensure that they retain tacit knowledge?
9.1 In your current or past workplaces, what types of tacit knowledge did experienced workers possess? What did this knowledge allow them to do?
5. Class discussion (whether in groups or as a class) should centre on whether the theft that’s occurring at The Grocery Cart reveals a problem of moral awareness, moral judgment, or moral intent. In addition, does the theft point to a problem with “bad apples,” a “bad barrel,” or both?
4. Do these events give you any additional insights into how to decrease employee theft in this store? If so, elect a group member to write an additional one or two reasons in your spot on the board or on your transparency.
3. Now read the following scenario: When Alex arrived for his first day of work in h new store, he saw that Drew was in the process of terminating an employee (Rudy Johnson) who had been caught stealing. Alex immediately went to the break room where the termination interview was being conducted to
2. As a manager, what steps should Alex take to reduce employee theft? Come up with three ideas. Elect a group member to write these ideas on the board or on a transparency.
1. Read the following scenario: Alex Grant recently graduated from university and is excited to be starting his first job as a store manager for The Groce 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
3. If you’re an honest and trustworthy person by nature, does it really matter how your leader or co-workers behave? Explain, making reference to the fourcomponent model of ethical decision making.
2. When it comes to ethical and unethical behaviour in work settings, why do you think employees are influenced so much by the actions of other
1. Why do you think the board of directors at Capital Power insists on setting clear and high ethical goals for its senior leadership team, and then holding these leaders accountable through a system of incentives and punishments?
8.5 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?
8.4 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?
8.3 Putting yourself in the shoes of a manager, which of the four justice dimensions (istributive, procedural, interpersonal, informational) would you find it most difficult to maximize? Which would be the easie maximize, and why?
8.2 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 the
8.1 Which would be more damaging in organizational life—being too trusting or not being trusting enough? Why do you feel that way?
5. Class discussion (whether in groups or as a class) should centre on which theories seem most relevant to the potential reasons for the pay differenc 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 legal
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
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
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.
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
3. What other options could the company have considered?
2. How might employees who lost their hero pay respond in the future? Will this decision affect their future motivation and commitment the company? Explain.
1. Analyze this situation through the lens of the motivation theories in this chapter, and consider the implications for both the company and its employees.
7.5 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?
7.4 How do you tend to respond when you experience overreward and underreward inequity? Why do you respond that way rather than with some other combination in Figure 7-6?
7.3 Consider the five strategies for fostering goal commitment (reward publicity, support, participation, and resources). Which of those strategies do you think is most effective? Can you picture any them having potential drawbacks?
7.2 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 7-3, what exactly could you do to make your classmate feel more confiden
7.1 Which of the outcomes in Table 7-2 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?
4. Class discussion (whether in groups or as a class) should centre on two issues. First, many of the stress-managing factors, especially in steps 2 and 3, take up precious time. Does this make them ineffective strategies for managing stress?Why or why not? Second, consider your Type A score in the
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 strain. The following table lists a number of questions that can help diagnose your hardiness. Discuss your answers for each question, and
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 as
1. One method of managing stress is finding a way to reduce the hindran stressors encountered on the job. In your groups, describe the hindrance stressors you are currently experiencing. Each student should describe the two or three most important stressors. Other students should then offer
3. Why do programs like Oxygen work when it comes to managing stress? In your discussions and answers refer to the stress process described in Figure 6-3. When might the demands of participation in Oxygen events inadvertently increase rather than lower stress?
2. CGI Oxygen events such as “Walk Around the World” presume that people can gather and support one another as they collectively strive for health and wellness. However, in the wake of the global health pandemic, can health and wellness programs such as Oxygen be adapted to benefit those who
1. It would seem that so much of our felt stress comes from events or circumstances that are imposed upon us (i.e., not of our choosing). That said, a lot of our stress comes from within in the sense that we put pressure on ourselves. Which of these sources is easier to deal with and why?
6.5 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?
6.4 How would you assess your ability to handle stress? Given the information provided in this chapter, what could you do to improve your effectiveness this area?
6.3 If you had several job offers after graduating, to what degree would the lev of challenge stressors in the different jobs influence your choice of w job to take? Why?
6.2 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?
6.1 Prior to reading this chapter, how did you define stress? Did your defini of stress reflect stressors, the stress process, strains, or some combinatio
3. Class discussion (whether in groups or as a class) should centre 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
2. Which job has the highest SPS? Which core job characteristics best explain why some jobs have high scores and other jobs have low scores? Record the scores for the four jobs.
1. Use the OB Assessment for this chapter to calculate the Satisfaction Potential Score (SPS) for the following four jobs:a. A lobster fisher who runs his own boat with his sb. A stand-up comedianc. A computer programmer whose assignment is to replace “18” with “2018” in thousands of lines
3. What role do hours worked play in job satisfaction? Do gaming companies have an obligation to help employees manage their hours, even when they are “in the zone” in their coding or even when product launch deadlines are looming?
2. Does it make sense to think of satisfaction as an aspect of industries, rather than jobs? Activision Blizzard employs a number of different employees in number of different roles. Is there a reason to suspect, say, a quality assuran person at Activision Blizzard to be more satisfied than a
1. If you think about the components of value-percept theory and job characteristics theory, where does “the product” fit in? How can the hi satisfaction of Activision Blizzard employees be explained by those theories?
5.5 Consider the list of positive and negative emotions in Table 5-2. Which of these emotions are most frequently experienced at work? What causes them?
5.4 We sometimes describe colleagues or friends as moody. What do you think it means to be moody from the perspective of Figure 5-6?
5.3 Consider the five core job characteristics (variety, identit significance, autonomy, and feedback). Do you think that any o of those characteristics is more important than the other four? Is it possible to have too much of some job characteristics?
5.2 What steps can organizations take to improve promotion satisfaction, supervision satisfaction, and co-worker satisfaction?
5.1 Which of the values in Table 5-1 do you think are the most important to employees in general? Are there times when the values in the last three categories (altruism, status, and environment) become more important than the values in the first five catego (pay, promotions, supervision,
6. Class discussion (whether in groups or as a class) should centre on the following topics: How accurate were the guesses? Were the guesses more accurate in groups that knew one another well than in groups with less familiarity? Which personality dimensions were relied upon most heavily when
5. Group members should then announce whether the piece of paper assigned to them was in fact their set of scores. If the assignment was incorrect, they should find their actual piece of paper and describe the differences in scores.
4. Moving clockwise, the next group member should choose one of the remaining pieces of paper, continuing as before. The process repeats until all the pieces of paper have been assigned to a member. Members can be assigned only one piece of paper, and no switching is permitted once an assignment
3. In your group, mix up the pieces of paper. Begin by having one group member choose a piece of paper and read the CANOE scores aloud. The group should then try to come to consensus on which member the scores belong to, given the norms for the various dimensions (C = 14, A = 16, N = 10, O = 15, E
2. Write your scores on a small white piece of paper, in the following format: C = _____, A = _____, N = _____, O = _____, E = _____. Try to disguise your handwriting to make it as plain and generic as possible. Fold your piece of paper so that others cannot see your “CANOE” scores.
1. Individually, complete the Big Five measure found in the OB Assessments at the end of this chapter.
3. What other approaches might companies use to assess personality during hiring, other than pre-employment tests? What strengths and weaknesses might these approaches have?
2. If you applied for a job that involved a personality assessment, would you be honest in your responses or would you exaggerate your answers to appear more desirable as an employee? Why?
1. Can you think of other jobs in Marriott where Big Five dimensions other than agreeableness and conscientiousness would be vital?
4.5 What combination of personality and abilities is appropriate for the job of your dreams? Do you possess those characteristics? If you fall short on any of these attributes, what could you do to improve?
4.4 Think of experiences you’ve had with people who demonstrated unusually high or low levels of emotional intelligence. Then consider how you would rate them in terms of their cognitive abilities. Do you think that emotional intelligence “bleeds over” to affect people’s perceptions of
4.3 What roles do learning, education, and other experiences play in determining a person’s abilities? For which type of ability— cognitive, emotional, or physical—do these factors play the largest role?
4.2 Consider the profile of Canada on Hofstede’s cultural values, shown in Table 4-2. Do you personally feel you fit the Canadi profile, or do your values differ in some respects? If you serve an expatriate, meaning you were working in another country, which cultural value differences would be
4.1 Assume that you applied for a job and were asked to take a personality test. How would you react? Would you view the organization to which you were applying in a more or less favourable light? Why?
3. Class discussion (whether in groups or as a class) should centre on where the likely responses fit into the exit–voice–loyalty–neglect framework. Wh personal and situational factors would lead someone to one category of responses over another? Do any responses not fit into the framework?
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.
1. Individually read the following three scenarios: Annoying Boss, Boring Job, and Pay and Seniority. For each scenario, write down two specific behaviou 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 would do.
3. Consider that ride-sharing companies like Lyft manage their drivers through online apps. Not only do these apps assign work by connecting drivers to passengers, but they evaluate and reward drivers based on passenger feedback. On this basis, the algorithm decides whether drivers may continue to
2. Given Lyft’s focus on increasing its driverless fleet, do the findings of above-mentioned study surprise you? Why?
1. Lyft’s drivers are technically independent contractors, not “employees.” As such, are there reasons to expect them to feel less committed to the company because of that designation? Why?
4. I am personally worried about my future in my industry due to STARA replacing employees.
3. I am personally worried about my future in my organization due to STARA replacing employees.
2. I am personally worried that what I do now in my job will be replaced by STARA.
1. I think my job could be replaced by STARA.
3.6 Studies suggest that decades of downsizing have lowered organizational commitment levels. Can you think of a way that an organization can conduct layoffs without harming the commitment of the survivors?
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 effectiv
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, continuanc and normative commitment, other than the strategies suggested in this chapter. In your discussion, consider the costs associated with these suggestions as well as the benefits to the organizatio
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