Short-Answer Questions Answer all short answer questions clearly and concisely in 50 to 150 words. A combination of sentences and bullet points will be accepted. Case Studies Answer all case study questions clearly and concisely in 200 to 400 words per case study. A combination of sentences and bullet points will be accepted.

ORGANIZATIONAL BEHAVIOUR | Final Assessment SHORT-ANSWER QUESTIONS 1. Why is identification of the real problem the first and most important step in the decision-making process? How does attribution theory explain mistakes that can be made as managers and employees work together to explain why the problem occurred? 2. Think of a recent conflict you had with someone. Using the Conflict Management Styles model, identify which style you would use to address this conflict. Using the concepts from course, describe what strategies you would use in resolving the conflict. 3. Think of a time when you have experienced cognitive dissonance. Analyze your experience in terms of the attitude and behaviour involved. What did you do to resolve the cognitive dissonance? What other actions could you have taken? 4. As a manager, how would you apply Mazlows Theory of motivation to help your employees to either become more productive, to feel more engaged, or to improve their commitment to their work? 5. Suppose you want to change your organizations culture. What sort of resistance would you expect from employees? How would you deal with this resistance? 6. Leaders are responsible for maintaining, reinforcing, and shaping the culture as needed. Please list the five most important elements in managing culture, in regard to leaders. Please define two of these elements in your own words and give real life examples for your two definitions.

ORGANIZATIONAL BEHAVIOUR | Final Assessment CASE STUDIES Case Study #1: A Profile of Power, Influence, and Dominance SOURCE: This case was written by Michael K. McCuddy, The Louis S. and Mary L. Morgal Chair of Christian Business Ethics and Professor of Management, College of Business Administration, Valparaiso University Risk is something that comes naturally to Larry Darcy, Chairman and CEO of Diamond Corp. Since 1977, when he and co-founders Bob Miner and Ed Oates started the company, which harnessed the power of relational database technology and, ultimately, paved the way for enterprise computing, Darcy has been making waves in the industry and with rivals. For him, nothing is off limits, and corporate America, particularly the financial services sector, has benefited as a result. Diamond is the first software company to develop and deploy 100 percent internet-enabled enterprise software across its database, business applications, and application development and decision-support tools. Over the years, Larry Darcy has used his power and influence to grow Diamond and have a profound impact on the computer software industry and beyond. Darcy wants to extend Diamonds reach wherever possible. In a conference call with stock analysts in mid-2007, Darcy said that Diamond wants to be the leader in such areas as communications billing, utility billing, and core banking. Were going to expand the number of vertical industries where we have industry-specific applications and were going to do that via acquisition. Darcys penchant for growth through acquisition is powerfully captured in the nickname The Pirate, which was bestowed upon him by independent consultant and Network World newsletter author Dave Kearns. This moniker is rooted in the 2006 rumor that Diamond was trying to acquire Novelle and that Darcy was muscling into Red Hats action by undercutting the companys support prices, in an offering called Unbreakable Linux. Darcy ... has been changing the tech industry for years. Though skeptics doubted he could build a good tech giant through roll-ups, Darcy has kept rolling and rolling, making Diamond the worlds largest provider of corporate software. All these acquisitions contributed to Diamonds considerable successes in databases, applications, and middleware. However, the software stage simply wasnt expansive enough for Darcy. Not that he grew bored with software and went off looking for some new diversion to soak up his vast levels of energy and curiosity. Rather, the software-only toolbox possessed by

ORGANIZATIONAL BEHAVIOUR | Final Assessment Diamond before it acquired Sun ... was simply becoming insufficient to drive the profound computing industry changes and disruptions envisioned by Darcy and demanded by some cutting-edge customers. Darcys efforts to exercise power and influence extend far beyond acquiring often through hostile takeover other business. For instance, Darcys combative actions after the forced resignation of Mark Hurd as Hewlett-Packards CEO in August 2010 after an investigation into allegations of sexual harassment by Hurd shows how Darcy uses his power and influence in other ways. Darcy publicly blasted HPs board for forcing Hurds resignation and then hired Hurd to work at Diamond. Leo Bennett, Hurds successor as Hewlett-Packards CEO, quickly became the target of Darcys wrath. Bennett was immediately accused by Larry Darcy of overseeing intellectual-property theft in his previous job at software maker SAP AG but Bennett maintained that Darcys allegations were propaganda and patently untrue. After his initial accusation about Bennett, Darcy blasted the HP board and Bennett several times, questioning their competence, intelligence, and integrity. Although Darcy carefully confined his earlier tongue lashings to HPs board and to Bennett, he just as carefully avoided criticizing long-time strategic partner HP itself. Then in December 2010, when Darcy announced that Diamond had achieved a new world record in database speed, Darcy hammered HPs hardware products in general and its servers in particular, ridiculing them as being pitifully slow. According to Darcy, the best that HPs equipment was capable of was 4 million transactions per minute, whereas Diamond-Suns new system would be capable of 30 million transactions per minute. Continuing, Darcy asserts: Were gonna (sic) go after them [HP] in the marketplace with better software, better hardware, and better people, and were gonna (sic) win market share against those guys in the database business, in the middleware business, in the server business, and in the storage business because we have better products. Bob Evans, writing in InformationWeek in August 2010, observed: Whether you admire Diamond and its celebrity CEO or wish hed go for a 10-year sail in the South Pacific, his ability to influence competitors and customers is profound, and in my opinion, is on the verge of expanding dramatically. Larry Darcys lust for dominance goes further still. Writing in Forbes Magazine in March 2011, Victoria Barrett observed that Darcy has long desired to undo Microsoft and

ORGANIZATIONAL BEHAVIOUR | Final Assessment become, as he has put it, the number one software company in the world. Hes not there yet, despite having spent some $40 billion to buy up 75 hardware and software companies over the years. Will Larry Darcy continue to be successful in his quest for Diamonds dominance? Andrew Bary, reporting in Barrons in March 2011 may provide an important clue regarding what the future holds - Bary says that Darcy remains as combative as ever. Questions 1. What forms of positional and personal power does Larry Darcy use and how does he use them? 2. Does Larry Darcy use power ethically? (Think about how you might determine if power is being used ethically or not.) 3. What influence tactics does Larry Darcy use? How does he use these influence tactics?

ORGANIZATIONAL BEHAVIOUR | Final Assessment Case Study #2: Leadership Case Study: Drives for Results Based on a Case study by 2012 Zenger Folkman Company. History MTCR is a leading company in the development and manufacturing of a broad range of custom hardware solutions. The company prides itself and is well known for being refreshingly honest and straightforward in its dealings with customers and employees, and in its ability to deliver difficult projects on time. Sally has been a senior manager at MTCR for four years and leads a team in the custom services area of the company. In a recent 360-degree survey, Sally scored above average (at the 70th percentile) in the competency, Inspires and Motivates Others to High Performance. Her report also indicated that her manager, peers, and direct reports saw this competency as a critical one for someone in her position. Some of the written comments in her survey indicated that if she demonstrated and applied this competency more often, it would have a significant positive impact on her success on the job. For these reasons, shes focusing her personal leadership development over the next year on this competency. David is one of Sallys direct reports who has worked at MTCR for more than nine years and whose historical performance has been excellent. Its generally known among the team that David doesnt have as strong a technical background as most of his colleagues. At the same time, its also well known that he has a very efficient work style and puts in any extra hours needed to meet personal and team goals. He transferred from a different group and joined Sallys team almost two years ago. Issue Unfortunately, David has had several performance setbacks on the job over the last three months. One of them revolved around some critical missed assignments and late deliveries. Sally had assigned him two projects with big goals that were not easy for David to hit but had made those assignments specifically to give him development opportunities he had requested. This approach was typical for her, as she generally has a positive approach and displays confidence in her team members. She had worked together with him on his plans and had checked in regularly with him during the weeks leading up to the delivery dates. Each time she was assured by him that everything was on track. These were very visible failures that ended up impacting the performance of Sallys entire team. The other setbacks were related to workplace confrontations he had at different times with several of his teammates following the missed assignments.

ORGANIZATIONAL BEHAVIOUR | Final Assessment Sally has met often with David during these last few months. She moved quickly to call out his missed responsibilities and improper behaviour, wanting to be clear to him and the team that she was holding him accountable for his actions. She interviewed Davids teammates to get their understanding of what happened and the impact these situations were having on them and the team. Shes also spent a good deal of time with David to get his perspective, trying to understand whats been behind Davids unusual behaviour and to help him get back on track. During her meetings with him, she sometimes downplayed the seriousness of the situations to make him feel better about himself. David often seemed to be unable to fully grasp the impact of his behaviour on the work and on his team. During Sallys coaching meetings with David over the last two weeks, she learned that there are several things that are likely contributing to Davids recent performance issues. He shared some personal financial and family issues that clearly have him worried. Hes also concerned about some process and role changes on the team that Sally instituted a few months ago that have caused changes in his day-to-day work responsibilities. David has accepted Sallys feedback and recognized and taken some responsibility for his actions. Although his personal issues are improving, theyre still an obvious worry to him. Hes also clearly stuck on how to handle the changes in his job. One of Sallys greatest concerns is how to get this formerly excellent performer back on track and contributing more, despite Davids obvious discouragement and lack of confidence. Questions 1. In what ways is Sally a manager? In what ways is she a leader? Please use evidence from the case study to support your answers. 2. Using the concepts of Transformational and Servant leadership, describe the leadership behaviour of Sally. Which type of leadership does Sally use most often? Why? 3. If you were Sally, what steps might you take to assist David in improving his attitude towards work? Please think back to our past discussions and learnings from the textbook, specifically chapters on Personality / Perception, Emotions / Attitudes, and Motivation