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Management 5th Asia-Pacific Edition Danny Samson, Richard L. Daft - Solutions
Step 1. Think about one situation in which a leader was effective at motivating people, and another situation in which a leader was ineffective, perhaps demotivating people. When you have these situations firmly in mind, answer the following questions:1 What source or type of power was used by the
1.3 Ask for the same salary you are making now. You know you are going to be worth it, and you don’t want to ask your family to suffer monetarily as well as in their quality of life during this transition. Paula Smith has just been offered the opportunity of a lifetime. The chairman of the board
1.2 Take a bigger cut in pay with generous incentive bonuses. Ask the board and the entire workforce to do the same. Open the books and let the whole company know exactly where they stand. Paula Smith has just been offered the opportunity of a lifetime. The chairman of the board of Resitronic
1.1 Take the same salary as the current director for one year. Circulate the information that although you are taking a cut to come to Resitronic, you are confident that you can make a difference. Build in pay incentive bonuses for the following years if the subsidiary succeeds. Paula Smith has
1.11 Consider the leadership position of a senior partner in a law firm.What task, subordinate, and organisational factors might serve as substitutes for leadership in this situation?
1.10 Are some leadership styles better suited to such organisations as opposed to traditional hierarchical organisations? Explain.
1.9 Do you think leadership is more important or less important in today’s flatter, team-based organisations?
1.8 Why do you think so little attention is given to followership compared to leadership in organisations? Discuss how the role of an effective follower is similar to that of a leader.
1.7 How does Level 5 leadership differ from the concept of servant leadership? Do you believe anyone has the potential to become a Level 5 leader? Discuss.
1.6 What is transformational leadership?Give examples of organisational situations that would call for transformational, transactional or charismatic leadership.
1.5 What skills and abilities does a manager need to lead effectively in a virtual environment? Do you believe a leader with a consideration style or an initiating-structure style would be more successful as a virtual leader? Explain your answer.
1.4 Suggest the sources of power that would be available to a leader of a university’s student organisation. What sources of power may not be available? To be effective, should student leaders keep power to themselves or delegate power to other students?
1.3 If a male manager changes his behaviours to incorporate elements of interactive leadership more common to female managers, can he still be an ‘authentic’ leader? Discuss.
1.2 In studies where people were asked what they wanted from leaders versus followers, people have indicated they wanted a higher maturity level for followers. What might account for this?
1.1 Suggest some personal traits that you believe would be useful to a business leader today. Are these traits more valuable in some situations than in others? How do you think traits differ from strengths?
1.How does a leader such as Jess Moore inspire employees to give their best to the organisation? What leadership style would you recommend Jess Moore use to turn complacent workers into a team of productive employees pulling together to serve the customer? When Jess Moore took over the role of
1.10 Identify sources of leader power and the tactics that leaders use to influence others.
1.9 Explain how followership is related to effective leadership.
1.8 Describe transformational leadership and when it should be used.
1.7 Discuss how leadership fits the organisational situation and how organisational characteristics can substitute for leadership behaviours.
1.6 Describe the situational model of leadership and its application to subordinate participation.
1.5 Define task-oriented behaviour and people-oriented behaviour and explain how these categories are used to evaluate and adapt leadership style.
1.4 Identify personal characteristics associated with effective leaders.
1.3 Discuss how women’s style of leading is typically different from men’s.
1.2 Describe how leadership is changing in today’s organisations, including Level 5 leadership, servant leadership and authentic leadership.
1.1 Define leadership and explain its importance for organisations.
3 Imagine that you are a manager at Volkswagen, and you are experiencing some cognitive dissonance about being asked to work long hours on one of Piëch’s pet projects – a new car model whose success you have doubts about. How might you resolve your dissonance? While many of today’s
2 Hardly anyone would argue that Piëch is not an authoritarian executive. Do you sense that he is Machiavellian as well? Do you think these characteristics have a positive or negative impact on the way Volkswagen is run? Explain your answer. While many of today’s organisations are shifting
1 What personality traits do you think Ferdinand Piëch exhibits? Do you think these contribute to a good person–job fit? Why or why not? While many of today’s organisations are shifting towards more democratic, participative types of management, one is not: Volkswagen(VW). In fact,
Step 1. Read the following background information: You are the new distribution manager for French Grains Bakery. Five drivers report to you that deliver French Grains baked goods to grocery stores in the metropolitan area. The drivers are expected to complete the Delivery Report to keep track of
3 Go to the team and tell them what you’ve been asked to do. If they refuse to support you, threaten to reveal the true numbers to the CEO and board members. Sara MacIntosh recently joined MicroPhone, a large telecommunications company, to take over the implementation of a massive customer
2 Stick to your ethical principles and refuse to fudge the numbers. Tell Kristin you will work overtime to help develop an alternative proposal that stays within the budget by providing more training to employees who work directly with customers and fewer training hours for those who don’t have
1 Make the previous numbers work. Kristin and the entire team have put massive amounts of time into the project and they all expect you to be a team player. You don’t want to let them down. Besides, this is a great opportunity for you in a highly visible position. Sara MacIntosh recently joined
1.10 Why do you think workplace stress is skyrocketing? Do you think it is a trend that will continue? Explain the reasons for your answer. Do you think it is the responsibility of managers and organisations to help employees manage stress? Why or why not?
1.9 How do you think a system for self-management such as the five-step system described in this chapter could benefit you as a student? Which parts of the system seem particularly useful to you?Explain.
1.8 How might understanding whether an employee has an internal or an external locus of control help a manager better communicate with, motivate and lead the employee?
1.7 Which of the four components of emotional intelligence do you consider most important to an effective manager in today’s world? Why?
1.6 Many managers have reported declining levels of job satisfaction in their workplace. What are some factors that might explain this decline in satisfaction levels? Do you think it is possible for managers to reverse the trend? Discuss.
1.5 How might a manager apply an understanding of perception to communicate more effectively with subordinates?
1.4 The chapter suggests that optimism is an important characteristic for a manager, yet some employees complain that overly optimistic managers cause them significant stress because they expect their subordinates to meet unreasonable goals or expectations. How might an employee deal with a
1.3 In what ways might attitudes influence the behaviour of employees who are faced with learning an entirely new set of computer-related skills to retain their jobs at a manufacturing facility?
1.2 As a manager, how might you deal with an employee who is always displaying negative emotions that affect the rest of the team? How might you use an understanding of attributions and emotional contagion to help you decide what to do?
1.1 Why is self-awareness important for being a good manager? Can you think of some specific negative consequences that might result from a manager with low self-awareness?
1.If you were Peter Dryen, what would you do to solve such diverse challenges as unprofessional behaviour by staff, creating and sustaining a high performance culture, providing excellent customer service, managing demanding clients and the need for expansion? Running a company of any size is not
1.9 Identify ways individuals and organisations can manage stress to improve employee health, satisfaction and productivity.
1.8 Explain the difference between challenge stress and threat stress.
1.7 Outline a step-by-step system for managing yourself and your time.
1.6 Define the four components of emotional intelligence and explain why they are important for today’s managers.
1.5 Identify positive and negative emotions and describe how emotions affect behaviour.
1.4 Define major personality traits and describe how personality can influence workplace attitudes and behaviours.
1.3 Describe the perception process and explain perceptual distortions.
1.2 Define attitudes and discuss the importance of work-related attitudes.
1.1 Explain why understanding yourself is essential for being a good manager, and describe two methods for enhancing self-awareness.
5 Evaluate Holden’s recent diversity-related achievements. William ‘Billy’ Durant and Henry Ford were the celebrated founders of the two greatest automobile companies in America’s history: General Motors (GM) and Ford Motor Company. Ford was the famous inventor who introduced the Model T,
4 Holden won the 2013 award given by the Australian Human Resources Institute for Indigenous Employment: what is the business reason for such efforts at Holden Australia? William ‘Billy’ Durant and Henry Ford were the celebrated founders of the two greatest automobile companies in America’s
3 Do you think that Holden’s encouragement of employee development focused on women and minority employees will lead to a culture of diversity and cooperation? Explain. William ‘Billy’ Durant and Henry Ford were the celebrated founders of the two greatest automobile companies in America’s
2 What challenges do managers such as in Holden face in creating a diverse workplace, and how might they respond to these challenges? William ‘Billy’ Durant and Henry Ford were the celebrated founders of the two greatest automobile companies in America’s history: General Motors (GM) and Ford
1 What do you think are the most compelling advantages of diversity presented here? William ‘Billy’ Durant and Henry Ford were the celebrated founders of the two greatest automobile companies in America’s history: General Motors (GM) and Ford Motor Company. Ford was the famous inventor who
3 How might a commitment to diversity at MG1BW help managers with globalisation?
2 Which belief is championed at MG1 BW: ethnocentrism or ethnorelativism?
1 What are advantages and disadvantages of diversity at Mitchell Gold 1 Bob Williams?
1.4 What policies would you put in place to get the most from and for an increasingly diverse workforce? Waterway Industries, based in Gosford, New South Wales, was founded in the early 1960s as a small manufacturer of high-quality canoes. The company quickly gained a solid reputation throughout
1.3 How can non-financial incentives play a role in helping Waterway retain aggressive, ambitious employees like Lee Carter? Waterway Industries, based in Gosford, New South Wales, was founded in the early 1960s as a small manufacturer of high-quality canoes. The company quickly gained a solid
1.2 What type of compensation approach would you suggest Maher implement? Waterway Industries, based in Gosford, New South Wales, was founded in the early 1960s as a small manufacturer of high-quality canoes. The company quickly gained a solid reputation throughout New South Wales and began
1.1 What impact, positive or negative, do you think a formal managing diversity compensation system might have on Waterway? Waterway Industries, based in Gosford, New South Wales, was founded in the early 1960s as a small manufacturer of high-quality canoes. The company quickly gained a solid
1.Each of us feels different in many ways from the average behaviour or expectations that other people seem to value. This reflects our own feelings of diversity. The differences you feel compared to others could be about your physical characteristics (height, age, skin colour), or they could
1.11 You are a manager at an organisation that has decided it needs a more diverse workforce. What steps or techniques will you use to accomplish this goal? What steps will you take to retain diverse employees once you have successfully recruited them?
1.10 How can organisations strike a balance between respecting and meeting the needs of a diverse workforce and shaping a highperformance corporate culture where shared values contribute to the accomplishment of strategic goals?
1.7 How might multicultural teams contribute to the advancement of women and minorities to higher-level positions in an organisation?
1.6 In preparing an organisation to accept diversity, do you think it is more important to change the corporate culture or to change structures and policies? Explain.
1.4 What is the glass ceiling, and why do you think it has proven to be such a barrier to women and minorities?
1.2 What specific strategies might a manager employ to create a work environment that fosters inclusion?
1.1 If you were a senior manager at a company such as ANZ, Woolworths or a government department in New Zealand or Australia, how would you address the challenges faced by minority employees?
1.With all that is happening in new technology and globalisation of labour markets, there is still a great imbalance in who is getting into management and leadership jobs. As a new manager, how will you try to get the best from all people in your workplace? In 2009, Major General Liz Cosson was
1.7 Understand how multicultural teams help organisations respond to the rapidly changing and complex workplace.
1.6 Describe how diversity initiatives and training programs help create a climate that values diversity.
1.5 Explain the five steps in developing cultural competence in the workplace.
1.4 Recognise the factors that affect women’s opportunities, including the glass ceiling, the opt-out trend and the female advantage.
1.3 Recognise the complex attitudes, opinions and issues that people bring to the workplace, including prejudice, discrimination, stereotypes and ethnocentrism.
1.2 Understand how the definition of diversity has grown to recognise a broad spectrum of differences among employees, the importance of fostering a sense of inclusion, and the dividends of a diverse workforce.
1.1 Appreciate the pervasive demographic changes occurring in the domestic and global workforces and how corporations are responding.
1.3 Identify Barcelona’s three-stage process for matching job applicants with its organisational objectives, and explain how each stage reveals the fit between job applicants and the needs of the restaurant.
1.2 Of the various steps in Barcelona’s employee selection process, the job interview is the briefest. Do you agree with the company’s approach to interviewing? Why or why not?
1.1 List the three main activities of HRM and identify which activity is examined at length in the video.
1.3 HR departments hire and develop human capital to serve the organisation’s strategy and drive performance. Which approach –Kirby’s or Cunningham’s – is more likely to have a greater positive impact on performance? Discuss. As a senior manager for a global player in car manufacturing
1.2 If you were an HR manager at the company, which view would you support? Why? As a senior manager for a global player in car manufacturing and sales, Kirby Ellis had joined thousands of fellow employees in the excitement surrounding production of the company’s new hybrid vehicles.But barely
1.1 What kind of employee social contract is assumed by Kirby and Cunningham? Explain. As a senior manager for a global player in car manufacturing and sales, Kirby Ellis had joined thousands of fellow employees in the excitement surrounding production of the company’s new hybrid vehicles.But
1.Step 1. An important responsibility of the HR department at many companies is to develop a list of managerial competencies and then to provide training to help managers improve on those competencies. The list below includes desired manager competencies from IBM. Make notes to the right of each
1.3 Tell a few people, such as Rosen, and then combine forces with them and threaten to quit if the project is sold. Make attempts to scuttle the sale to Trichem before it happens, and perhaps even leak the news to the press. Perhaps the threat of negative publicity will cause top management to
1.2 Wait for the announcement of the sale of the project and then try to secure as much support as possible for the staff and families in their relocation – for example, moving expense reimbursement and job placement for partners. Lucinda Jackson walked slowly back to R&D Laboratory 4 at Reed
1.1 Approach top management with the alternative of selling the project and sending the team temporarily to train staff at Trichem, but allowing them to return to different projects at Reed after the transition. After all, they promised a commitment to the project. Lucinda Jackson walked slowly
1.11 Is it wise for managers to evaluate a candidate’s postings on social networking sites such as Facebook as grounds for rejection before even interviewing a promising candidate? What might be some ethical and legal issues managers should consider? Discuss.
1.10 What purpose do exit interviews serve for human resource management?
1.9 How would you go about deciding whether to use a job-based, skills-based or pay-for-performance compensation plan for employees in a textile manufacturing plant? For waiters in a restaurant? For salespeople in an insurance company?
1.8 If you were to draw up a telecommuting contract with an employee, what would it look like? Include considerations such as job description, compensation and benefits, performance measures, training and grounds for dismissal.
1.7 If you are in charge of training and development, which training option or options – such as on-the-job training, cross-training, classroom, self-directed or computer-based – would you be likely to choose for your company’s production line manager? A customer service representative? An
1.6 How do you think the use of telecommuters, contingent workers and virtual teams affect human resource management? How can managers improve recruiting and retention of these new kinds of employees?
1.5 How valuable do you consider the information obtained from: 1) a personal interview; 2) an employment test; and 3) an assessment centre would be for predicting effective job performance for a university lecturer? For an assembly-line worker in a manufacturing plant? Discuss.
1.4 Think back to your own job experience. Which human resource management activities described in this chapter were performed for the job you filled? Which ones were absent?
1.3 If you were asked to advise a private company about its equal employment opportunity responsibilities, which two points would you emphasise as most important?
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