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Management 6th Edition James Stoner, R. Edward Freeman, And Daniel Gilbert - Solutions
Explain the negotiations statements in terms of difficulties that the parties have in encoding and decoding one another’s messages. LO.1
How might groupware improve your life as a college student? LO.1
How might groupware products change the ways individuals work together in organizations? LO.1
Why might groupware products be slow to win widespread adoption in organi¬ zations? LO.1
What contemporary situations seem to be examples of stable negotiating out¬ comes and unstable negotiating outcomes? What makes these situations stable or unstable? LO.1
Why do negotiators have good reason to withhold and share information in the course of their bargaining processes? LO.1
What are the key elements in the negotiation situation? How can negotiation be used to manage conflicts? LO.1
What is the function of the grapevine? Why do managers sometimes use the grapevine to convey information? What are some possible grapevine chains? Which chain is most likely to be used in organizations?9.How might the barriers to organizational communication be overcome? LO.1
What are the functions of vertical communication? How is accurate and com¬ plete vertical communication hindered? LO.1
What four factors influence the effectiveness of organizational communication? How do they exert this influence? LO.1
Describe the common barriers to effective interpersonal communication. How may these barriers be overcome? LO.1
What is “noise” in a communication system? LO.1
What are some of the considerations involved in choosing the correct channel for one’s message? LO.1
List and connect the major elements in the expanded communication model. LO.1
Why is effective communication important to the manager? LO.1
Explain the effects of new communication technologies on organizational decision making. LO.1
Discuss the differences between integrative and distributive negotiation processes. LO.1
Distinguish various communication networks. LO.1
Explain challenges in interpersonal and organizational communications processes. LO.1
Discuss the key elements in interpersonal communication processes. LO.1
Link communications processes to the management processes of planning, organizing, leading, and controlling. LO.1
Would you introduce threat management teams in your organization? Why or why not? LO.1
How are threat management teams distin¬ guished from other types of teams? LO.1
How would you go about introducing threat management teams? LO.1
What should Karen do now? LO.1
Can you use the Shea-Guzzo model to give Karen a better idea of why the group is dysfunctional? LO.1
Why is Karen’s group having problems? LO.1
How can managers deal with conflicts within teams? LO.1
How can teams be made more effective? LO.1
How can team cohesiveness be increased? LO.1
What do all groups have in common? LO.1
What are self-managed teams? LO.1
What are superteams? LO.1
What are the major types of teams found in organizations? LO.1
Why does the romantic approach say we follow leaders? LO.1
How does the psychoanalytic approach challenge traditional theories of leadership? LO.1
Why are charismatic leaders sometimes dangerous? LO.1
What are the five styles of managerial decision making suggested by Vroom and Yetton? What are the most important modifications made by Vroom and Jago to the Vroom-Yetton model of leadership? LO.1
Describe the path-goal model. On what theory of motivation is the model based? According to this model, how do managers with different leadership styles differ in their ability to influence or reward subordinates? What variables, according to this theory, help determine the most effective
What basic assumptions underlie the Fiedler model? What is the LPC scale? What are the basic elements in the work situation that determine which leadership style will be most effective? In what situations is a high-LPC leader effective? In what situation is a low-LPC leader effective? LO.1
Outline the basic theory of the Managerial Grid. Which leadership style in the grid do Blake and Mouton believe is most effective? LO.1
What are the two basic leadership styles identified by the Ohio State and University ofMichigan studies? Which style was thought to be more effective? LO.1
Outline the basic idea of the Tannenbaum and Schmidt model. What factors should influence a manager’s style, according to this model? What are some of the practical considerations the model suggests managers must take into account in selecting a style? LO.1
Describe the two basic leadership functions needed for effective group performance. Must one leader perform both these functions? LO.1
Why was the trait approach a logical attempt to understand leadership?What did trait studies reveal about leadership? LO.1
What are three approaches to the study of leadership? LO.1
How does leadership differ from management? LO.1
How is leadership defined in this chapter? Discuss three implications of this definition. LO.1
From your experiences, what might be the limits of goal-setting theory? LO.1
From your experiences, what might be the limits of expectancy theory? LO.1
From your experiences, what might be the limits of reinforcement theory? LO.1
From your experiences, what might be the limits of equity theory? LO.1
From your experiences, what might be the limits of need theory? LO.1
Why is behavior modification controversial? Where might you have been exposed to behavior modification techniques? LO.1
How do reinforcement theories explain behavior? To what extent does the process of learning play a part in reinforcement theories? LO.1
What does equity theory suggest about the motivation, performance, and satisfaction of individuals in the organization? LO.1
Define performance-outcome expectancy, valence, and effort-performance expectancy. How can they affect a worker’s level of performance? LO.1
On what assumptions is the expectancy approach based? LO.1
What is Herzberg’s two-factor approach to job satisfaction and dissatisfaction? Why has this approach been criticized? LO.1
According to Atkinson, what determines the strength of an individual’s motivational drive? How did McClelland relate Atkinson’s work to management? What are the implications of his findings for managers? LO.1
How is Maslow’s hierarchy of needs related to motivation in organizations? LO.1
Describe the early views of motivation. How are they alike? How are they different? LO.1
What is motivation and why is it important? LO.1
What is the difference between creativity and innovation, and how can organizations encourage both? LO.1
What are three widely used OD techniques? LO.1
Give a good working definition of OD. LO.1
List the three types of planned change and give an example of each. LO.1
What are some of the ways employers can deal with employee resistance? LO.1
Describe Lewin’s three-step process of change. LO.1
What are three major sources of resistance to planned change? LO.1
Explain the concepts involved in Kurt Lewin’s force-field theory? LO.1
What is planned change and why is it needed? LO.1
Explain how the four C’s criteria may be used to evaluate the effectiveness of a human resource management policy. LO.1
When are transfers used in organizations? LO.1
What are the problems associated with promotions? How may these problems be overcome? LO.1
What are the basic differences between systematic and informal appraisal? What are the four basic appraisal approaches? How may formal appraisals be made more effective in improving performance? What appraisal pitfalls do managers need to avoid? LO.1
What development approaches and methods can managers use? Which method is most effective? LO.1
What is the difference between training and development? LO.1
What information is socialization designed to provide? LO.1
What are the defects of in-depth interviews? How can they be minimized? LO.1
What is the standard seven-step hiring sequence? Is this sequence the same under all conditions? Why or why not? LO.1
What changes have occurred in EEO and Affirmative Action in recent years? What are the implications for managers? LO.1
What methods of recruitment can managers use? What are the advantages and disadvantages of recruitment from within? LO.1
Why is human resource planning necessary? Name the four steps in human resource planning. What factors must managers of a human resource planning program consider? LO.1
What are the steps in the HRM process? Are managers likely to be engaged in more than one step at a time? Why or why not? LO.1
How are decentralization and delegation related? LO.1
What are the advantages of delegation? Describe the key guidelines for effec¬ tive delegation. LO.1
What does functional staff authority mean? LO.1
What is the difference between line positions and staff positions? LO.1
What is the “zone of indifference”? LO.1
What are the two major views of authority? How do you think each view would affect a manager’s attitude and behavior toward employees? LO.1
What are the “two faces of power” described by David McClelland? LO.1
What are the five bases of power described by French and Raven? Give one example of a manager’s exercise of each type of power. LO.1
What problems do you think might arise in working through a virtual corporation to satisfy organizational goals? LO.1
What do we mean by the term informal organizational structure? Why is it important? LO.1
Under what conditions would a matrix structure be most suitable? What are its advantages and disadvantages? LO.1
What is a functional structure? How is it different from a product/market structure? What are the advantages and disadvantages of each? LO.1
What is the difference between the Burns and Stalker approach to organizational design and the approaches proposed by Weber and Whodward? LO.1
What form of organizational structure is best suited to a custom-made product produced in a stable environment? A mass-produced product in an unstable environment? LO.1
Describe the three basic approaches to achieving effective coordination. LO.1
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