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business
understanding management
Management Meeting And Exceeding Customer Expectations 9th Edition Warren R.Plunkett , Raymond F.Attner , Gemmy S.Allen - Solutions
Describe the four stages of team development
Discuss team cohesiveness and team norms and their relationship to team performance
Evaluate the benefits and costs of teams
Discuss the positive and negative aspects of conflict in an organization
Identify the sources of conflict in an organization
Describe a manager’s role in conflict management and potential strategies to manage conflict
What’s to keep employees from blogging about the stupidity of their team members, the bad decisions of the CEO, or the problems with the new product?
Kleinfeld’s leadership mantra is, “Nobody’s perfect, but a team can be.” What do you think he means?
Is it ethical to base team compensation on a subjective performance criterion? Why or why not?
Should a company convert to a team structure if an appropriate compensation system has not been created?
If you were a team member, what would be your response in this situation?
What elements are needed for a group to be considered a team? What are the characteristics of effective teams?
What are vertical teams? What three types of teams are considered horizontal teams?
What is the purpose of a project team? How does it differ from a work team?
In terms of authority for day-to-day decisions, what is the difference between a self-managed work team and a product development team?
What are the four stages of team development? What occurs in each stage?
What is team cohesiveness? What factors contribute to high team cohesiveness?
What are the benefi ts associated with teams?
What are the positive and negative effects of confl ict in an organization?
In what situations do you think individuals, operating independently, outperform teams in an organization? Why?
In your work experience have you ever been a member of a vertical team? A committee? A task force? A work team? How did your experience differ in each type of team?
If you were a member of a student project team and one member was not doing his or her share, which confl ict management strategy would you adopt?Why?
When you are a member of a team at work or school, do you adopt a task specialist or social specialist role? In your opinion, which role is more important to the team’s success? Why?
Explain fi ve issues to be considered in team building.Which team-building exercises would you use? Why or why not?
What should you consider before selecting a successful team-building activity for your team?
Measure your listening ability by taking the quiz found at the bottom of the page at the URL listed on the text Web site. Then, ask a colleague to complete the quiz for you. Briefl y discuss how you will use the results—along with the guidelines in the article—to improve your listening skills.
What reasons can you cite for the differences in team success at the Penang and Plantation plants?
What causes of confl ict between Motorola management and the workers at the Plantation plant can you identify? Explain your answer.
What recommendations to resolve the confl ict and help the transition would you make to managers at the Plantation plant? Explain your answer.
Describe the characteristics of a typical NEADS team, using the criteria discussed in the chapter.
What factors determine the cohesiveness of NEADS teams?
Describe a situation in which confl ict might arise in a NEADS team.
What triggers the confl ict in this scene?
Is this intergroup confl ict or intragroup confl ict?What effects can such confl ict have on the group dynamics on board Apollo 13?
Does mission commander Jim Lovell successfully manage the group dynamics to return the group to a normal state?
In what ways is Lonely Planet decentralized? In what ways is it centralized?
Using as your guide the nine steps for planned change discussed in this chapter, construct a change process to successfully merge Chrysler with Daimler-Benz AG.
What specifi c mistakes did Chrysler and DaimlerBenz AG make in the change process? Cite examples to support your answer.
What specifi c cultural factors caused problems in the change process? Cite examples to support your answer.
For most of us, change is uncomfortable and threatening. Read “How to Overcome Resistance to Change”by Ken Blanchard. What are the best ways for companies to deal with the natural opposition to change?
Based on the experiences of Chrysler and DaimlerBenz AG, what is the importance of culture in the change process?
In order to be proactive, instead of reacting to change, managers must anticipate and make change happen. List some rules for leading change.
Read “Managing in a World that Is Round” by Frances Hesselbein. How does the new organization structure differ from the organization chart discussed in this chapter? How can fi rst-level and middle managers free up the organization and make the changes Ms. Hesselbein talks about?
Does Lonely Planet have a tall structure or a fl at structure? Explain briefl y.
In what ways does Lonely Planet achieve horizontal coordination across departments or offi ces?
What elements of the Chicago fi re department culture does this scene show? Does the scene show any cultural artifacts or symbols? If it does, what are they?
Does the scene show any values that guide the fi refi ghters’ behavior?
What does Brian McCaffrey learn on his fi rst day at work?
“Driven by a set of radical changes in their internal and external environments, large global corporations are innovating a new organizational form. Premised on knowledge and expertise rather than capital or scale as the key strategic resources, this new form is fundamentally different from the
Managers at P.F. Chang’s address the affective component of workers’ attitudes. Why is this an important step for them to take?
As an adviser to President Ashley Korenblat, how would you resolve each problem?
Read “Managing in a World that is Round” by Frances Hesselbein. How will you free up your organization and make changes while you are in an entrylevel management position?
Explain why change efforts fail
Use a search engine to fi nd an organization chart.Identify the company and the URL for the organization chart. List the pros and cons of the organization chart.
Read “How to delegate work to other people.” What are the benefi ts of effective delegation? What are the obstacles to delegation? What work should be delegated? What are four essential points that may help you in delegating jobs?
Are layoffs used as a management tool a matter of ethical concern?
Does HP’s management owe a greater duty to its stockholders than to its employees?
At your company or school, what is the span of control for the president? A vice president? A fi rst-line supervisor or chair of a department? Why do different spans of control exist among these managers?
Which type of department (line or staff) is most important to an organization? Why? Could an organization function without either of them? Why or why not?
Develop a different way to departmentalize your company or school. What are the specifi c advantages of your form of departmentalization over the current departmentalization design?
What type of departmentalization does your company or school use in its organizational structure?Diagram the structure and explain your answer.
What does the term informal organization mean? Of what does the informal organization consist?
Identify the four popular approaches to departmentalizing. Specify which approach you would recommend for each of the following organizations and defend your choices:a. A retail hardware storeb. A company that manufactures and markets one productc. A company with sales offi ces in forty statesd. A
Identify and explain three important benefi ts of the organizing process.
How do the functions of planning and organizing relate to each other (a) in the initial development of a company, and (b) during the modifi cation of the company’s structure?
For each of the four situations noted, what organizational concepts apply? Identify the concept and explain the related problem.
Explain the purpose of an organizational development program
Are Babe’s methods of herding sheep different from those used by the sheepdogs? If yes, what are the differences?
Explain why people resist change and what managers can do to overcome that resistance
Identify the organizational qualities that promote change
Explain the steps managers can follow to implement planned change
Define change and identify the kinds of change that can occur in an organization
Explain the role of managers and employees in creating culture and making a culture effective
Define organizational culture and describe the ways that culture is manifested
Describe the characteristics, advantages, and disadvantages of functional, divisional, matrix, team, and network structural designs
Discuss the influence that contingency factors—organizational strategy, environment, size, age, and technology—have on organizational design
Distinguish between mechanistic and organic organizational structures
Define organizational design and describe the four objectives of organizational design
Does Farmer Hoggett accept Babe for what he is—a pig not a sheepdog.
Does Babe discover that he cannot successfully herd sheep as a sheepdog herds them? What does he do?
How could these actions be known but go uncorrected by management?
Who (middle-level or top-level management) will be held accountable?
What are the four kinds of change that can occur in an organization?
What organizational qualities promote change?
Describe three reasons that people resist change, and explain what managers can do to overcome that resistance.
What are three reasons that change efforts fail?
In which structural design options—functional, divisional, or matrix—would you prefer to work? Least prefer? Explain your answers.
What examples can you provide to demonstrate the application of the team structure? Was the team organized by process or by function?
The discussion on contingency factors affecting organizational design states that organizational structure follows strategy. Other observers suggest that strategy should fi t the organization’s structure. With which position do you agree? Why?
What specifi c examples can you give to demonstrate the manifestations of culture (statements of principle, stories, slogans, symbols, heroes, etc.) in an organization with which you have been involved?
Can a change made in one area of a company—in strategy, for instance—lead to a change in other areas? Why or why not?
If appointed CEO of your company, would you adopt a revolutionary or evolutionary change agent style? Why? Which would be more effective?
Demonstrate your understanding of force-fi eld analysis by applying it to a change with which you have been involved.
Team structure breaks down barriers across departments, speeds up decision making and response time, motivates employees, and lowers administrative costs by eliminating levels of managers. Understanding different personality types is important to understanding team dynamics and interactions. Read
What is the role of managers in creating culture?What is the role of employees in creating culture?
Identify and discuss the four objectives of organizational design.
What ethical guidelines would you recommend to HP’s management to use when determining which operations, offices, and jobs to eliminate?
How do these two situations relate to the concept of responsibility?
Compare the informal organization to the formal organization
Explain the term “informal organization”
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