New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
principles managerial finance
Becoming A Master Manager A Competing Values Approach 6th Edition Robert E Quinn, Lynda S St Clair - Solutions
' How many different strategies did you find?
2. Briefly review the guidelines looking for evidence of different strategies for encouraging compliance.Then answer the following questions with a group or as a class:
]. The United States Sentencing Commission has posted the current version of the Federal Sentencing Guidelines Manual on its web site. Download or view the most recent copy of Chapter 8: The organi—zational sentencing guidelines, from http:”www.ussc.gov/guidelines-manual.
2. What changes in context are most influential in changing your compliance with the requirements of a situation?
1. What factors seem to most influence whether you will comply with the requirements of a situation?
6. As instructed by the professor, share your answers in groups or with the class.
5. Reconsider the situation from the perspective of your instructor. Do you think your instructor has the same objectives that you do? Why or why not? If there are differences between your objectives and the objectives of your instructor, how can those dilÏerences be reconciled?
4. Now, consider what the instructor can do to help you achieve your objectives. VVhat measures would be appropriate for assessing the instructor”s performance relative to your objectives? Write a short answer to this question.
' How much control do you have over achieving your objectives?
' Do any measures show up for multiple objectives?
' Do you see any objectives that appear to be contradictory?
3. Compare the objectives and measures that you have developed. Then develop answers to the follow—ing questions:
2. For each of the strategic objectives that you listed, identify some key measures that will help you determine whether or not you are on track to achieve that objective. Remember, one objective may require several different measures to adequately capture whether or not that objective has been
1. Write a list that summarizes your strategic objectives for getting an education at this point in your life.As you work on developing the list, think about more than just getting a degree (although that may be one of your strategic objectives) and think about why you want to get that degree.
4. What concerns do you have about internal and/or external integration? How do you think you should handle these concerns?
3. What are your current scheduling concerns? Assuming that you do not have unlimited resources, make a few suggestions for resource leveling and set up a Gantt chart.
2. Create a chart of earliest and latest start and finish times. Determine the critical path. What is the shortest time from start to finish?
1. Based on the list of activities, prepare a PERT/ CPM network diagram. What is the critical path?
5. Overall, how well was this project or event coordinated? What were the key successes? \Where were some needed details overlooked?Rfiectian As we noted in Module 1 in the Managing Groups and Leading Teams competency, when a project is assigned, we are often tempted to skip over the planning and
4. To what extent was there a need to coordinate resources (money, equipment, supplies) as well as people? What role did you play in the coordination of resources?
3. To what extent was there a clear understanding regarding a schedule or timeline? What role did you play in devising the schedule?Planning :md Caordändtäng Projects ]. 29
2. To what extent was the project explicitly segmented into smaller, more manageable activities? Describe the process by which the project was divided up. What role did you play in dividing the project into the smaller activities?
]. To what extent were goals and objectives of the project made explicit? What role did you play in clarifying goals and objectives?
. Once you are confident that you have identified the root causes of the problem, write a memo sug—gesting how the operations of the cross-functional team could be improved.
When you identify a problem, try to determine its specific source(s). That is, don’t just say “Meetings do not accomplish anything.M Try to determine the cause of the problem: Are goals unclear? Are the wrong people attending the meeting? Was an agenda distributed in advance? As you work on
. Analyze the situation in terms of the key guidelines for managing cross—functionally as presented in this section. Find specific ways in which the situation is being managed well, as well as problems.
l. Identify a situation that you are currently in at school, at work, or in some other formal organization that has cross-functional elements to it.
4 What was better about the previous format for student orientations? What is better about the new format?
3. What issues of internal and external integration will need to be addressed in carrying out this task?
2 What people-related issues do you foresee?
]. What work— or task—related issues need to be addressed in order to carry out the provost’s request?
' Does your chart match with the larger chart in terms of how you actually accomplish your worki
' Which areas depend on inputs from you to get their work donel>
' Which areas are you most dependent on to get your work done?
3. Think about your job in the organization (as an employee or student) and draw a new chart. Put yourself in the center and draw connections to all the areas in the organization that you need to be effective in your work. Then answer the following questions:
' Suppose you had to select members to be part of a cross-functional team. Your project would be large scale and would affect the basic needs of many employees. (For example, an upgrade to a central software program might affect end-users across the organization.) ÜVho would need to be on the
' Choose one central and one supportive unit represented on the organization chart. Based on what you see in the chart, what power differences would you expect to see when comparing the two units? Why would you expect to see these differences?
' What parts play a supporting role to other functions in the organization? Why would you describe these parts as supporting?
' Are there any central divisions or units that might be in competition for the same customers?
' What parts of the organization seem central to the organization?
2. Study the official chart. Based on what you see, analyze what the structure of the organization suggests as answers to the following questions:
1. If you are currently employed, obtain a copy of an organization chart for your employer. If you are not currently employed, find a copy of your school’s organization chart (check with the human resources office at your institution).
8. At your job, what kind of information do you typically need to act on? What type of information do you need to refer to others? Could you begin to refer more things to others, rather than acting on them yourself?
7. Do you turn off your e—mail and phone when you need to concentrate on a major project? Do you forward your phone and turn off your cell phone when you are meeting with other people?
6. How effectively do you manage phone time? Do you always answer your phone when it rings? Do you often find that you spend more time on the phone than you realized?
5. How many messages do you have in your e-mail in-box? Do you use folders to file messages you want to keep? How often do you have to search for an old e-mail message? How long does it typically take you to locate what you are looking for?
4. How much time do you think you spend each day looking for documents (including scraps of paper with phone numbers or other bits of information on them)? Do you ever lose track of important correspondence?
3. How do you “process” your paper mail? Is your method effective? Do you allow mail to pile up unopened? Do you sort through the same piles multiple times?
4. If you were Paul, what problems would you anticipate at this point?
3. What might be the response of the attorneys to this change?
2. What might be the response of the paralegal assistants to this change?
1. Based on the limited information, what advantages of the change approved by Paul Lindford can you identify?
3. Identify those forces over which you have some influence or control.
2. Examine each force and assess its strength—not all forces are equal. Note the possible consequences of each force and its value. You may wish to assign a numerical value to each force.
1. List the driving forces and the resisting forces. Include an analysis of the state of the organi—zation relative to the potential change.
' What do you see as the critical factors that enable a change to be effectively implemented?
' What insights did you gain about the differences between successful and unsuccessful change efforts?
4. Write a description of one change that you would like to make in that organization. If you received approval to make that change, what is the most important thing you would do in your efforts to implement that change? Why?Answer the following questions in groups or as a class:
3. Write an answer to this question: From what you have observed, why was the first change implemented successfully but not the second one? If you can distinguish the content of the idea from the methods for implementation, identify the extent to which the success (or lack of success) of the
' A change that W&S HÎÏÊIÏIPÏËd bl.1t was not SHCCCSSfiIHY iOEPlfifilfiîfltfid.
' An implemented change that, from your perspective, was needed, was implemented, and was suc—cessful until long after implementation.
2. On a separate piece of paper, write a careful description of the following:
]. Identify two changes that have taken place in an organization with which you have been involved.The organization may be a work organization, a school-related organization, or a community group.
5. If appropriate, use your plan to start a negotiation and then write about your experience. Be sure to reflect on how the negotiation process unfolded as well as on the actual outcome.
4. Given the interests that you have identified, estimate how likely it is that you will be successfi.fl in negotiating your proposed change.
3. Identify some options to help make the pie bigger. What would you be willing to give up in exchange for a negotiated agreement? What would your negotiation partner be interested in getting in exchange for their agreement?
2. Describe what you think are the reasons your proposal might be rejected. Try to think in terms of both the positions your negotiation partner might take as well as the true interests behind those positions.
]. Describe the change you would like and explain why you want that change (identify your interests).
4. What will you do if the community insists that the name of the Center not be changed? Surely you’ve considered this possibility.
3. This Center was created by donations from about half a dozen donors, all of whom were local citizens or at least attached to this community in some significant way. \What do you have to say to the citizens of this community who feel that their memory and contribution are being undermined by this
2. What exactly is Knowles hoping to accomplish by having the Center carry his name?
1. How can the Center justify accepting money from a person who has so aggressively championed the cause of the tobacco industry? The moral inconsistency seems too obvious to consider, but apparently it needs some more considering.
' How could you now improve your negotiating performance? If you were to participate in the same negotiation again, what would you do differently?
' How well did you or the other party do in using objective criteria? Describe what happened.
' Were you able to find mutually beneficial options? If so, what were they?
' How did you or the other party focus on interests. rather than on positions?
' Did you or the other party have any trouble separating the people from the problem? If so, what happened?
' VVhat was the issue? What did you want? VÙhat did the other parties want?
2. Write a brief memo that describes your experience. Answer the questions listed below:
]. Identify an issue or event from your life in which you needed to engage in some negotiation or secure a commitment from another person or party. You can use any situation you found challenging, for example, buying a product you later wanted to return or needing to lodge a complaint about a
3. How would you answer question 2 focusing on two other persons: one with whom you had a very positive experience and one with whom you had a negative experience?
2. From your responses, identify specific behaviors that helped you feel affirmed as a valued person and those that did not.
1. How did you feel about yourself in that situation?
3. How does the tone of the memo affect your perception of the credibility of the writer?
2. Do you think that anyone would ever write a memo like this one? VVhy or why not?
1. What are the main flaws in the document as it was originally written? What do you think would happen if the vice president of human resources received the original momo? What would you do if you were in that position?
2. How could the presenter have improved his or her performance?
]. Did you think the presentation was effective? Why or why not?
5. Was the presenter’s message accessible visually and psychologically? How efÎective were the visuals and why?Overall Evaluation
4. Did the presenter offer a clear and memorable summary?
3. Would you have organized the presentation in the same way or do you think the presentation would have been more effective if the presenter had discussed certain things before others?
2. Did the presenter provide the support necessary to make his stated claims?
]. Did the presenter prepare the audience with climate, credibility, and content sets? Did the presenter seem to understand the audience?
3. Did the characteristics of the communication match the purpose of the presentation?SSSAP Questions
2. Did the presenter appear to have more than one goal for the presentation? If so, did the goals appear to be competing or complementary?
1. What was the primary purpose of the presentation?
Do I make my message relevant to this specific audience at this specific moment? Does my content focus on what I want my audience to understand, believe, or do as a result of my presentation—and does everything they hear and see contribute to that purpose (Vital Smarts, 1994, pp. 18—19).
4. De ] answer the ‘Îs‘0 what?”qnefiian? Do I demonstrate that my message makes a difference?
3. How do I know? Do I draw on sources of evidence that my audience respects and understands?
2. Am ] specfic? Do I use specific examples and illustrations that my audience will enjoy and understand? Do I wrap my message around a core story or experience that my audience can relate to?
Showing 700 - 800
of 3159
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last
Step by Step Answers
Get 50% OFF
Claim Now
