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MGMT591 Final Exam

TCOs A, B
Individual Differences/Diversity
Management
Perception & Attribution
Culture

TCO C
Motivation Theories
Content/Process
Needs
Equity
Expectancy
Rewards
TCO D
Teams
Development/Effectiveness
Communication
Decision Making
TCO E
Communication
Process
Organizational
TCO F
Conflict Management
Direct
Indirect
Negotiation
Negotiation Strategies
TCO G
Power/Influence
Types & Source of Power
Leadership
Trait/ Behavior Perspective
All Situational Contingency Leadership Models
TCO H
Organizational Change
Planned Change Model
Resistance to Change
TCO I
Organizational Culture
Application of Organizational Change Inventory
TCO J
Goals
Departmental Structure
Organizational Structure


Leadership & Organization Behavior Final Exam
1. TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that
contribute to understanding ourselves and others within the organizational behavior environment. (Points :
10)

2. (TCO D) Referring to the team decision-making process, define consensus and unanimity and explain the
difference between the two.(Points : 10)

3. (TCO E, F) Although conflict is usually considered a negative experience to be avoided, it actually has the
potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a
positive influence. (Points : 10)

4. (TCO G) There are six sources of position power in organizational settings. Identify and define three of
these sources. (Points : 10)

5. (TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the
Board of Directors, has decided that it's time to invest some time and capital in improving the corporate
culture. The company has rebounded from a near calamity two years ago, and while it was a great
scramble, the company survived and is in the strongest position ever. They knew that the culture had been
strained by the episode and wanted sincerely to work to bring things back to "normal." With the assistance
of local HR offices, a case was made to the employee population that certain aspects of their current
culture might have suffered over the past few years and that it was time to think about change. They
announced that they would be undergoing an organizational culture review and that everyone's opinion
was valued. A whopping 79% of the employees participated in the survey that they administered. Senior
management had worked with the consultants for a few months before the survey was given and had
determined their "Ideal" scores. The survey confirmed their suspicions.

The table below provides you with the percentile scores from the employee population, the ideal scores
from management, and the percentage point difference between management's ideal and the actual
results. The typical ideal score for companies is also given as a reference point. The overall cultural
grouping for the individual cultural norms is also identified.
Referencing the information presented above, please analyze the current culture at AllGoodThings.com.
Identify and describe the cultural aspects that management cites as important and contrast them to the
cultural attributes that employees report as being expected. Also, compare and contrast management's
ideal results with the typical ideal results. Identify the most significant gaps between management's ideal
and the actual results. What conclusions do you draw taking into account all of the facts presented and
your analysis? Provide your recommendations for the nexttwo steps in the AllGoodThings.com change
process. How would you prioritize and sequence the necessary change?
(Points : 40)

6. (TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement
about the job. The employee's familiar positive tone and high energy approach to the job and the
workplace seem to be on the wane. You really don't know what is going on with this person. But, you can
try to start to understand this employee by examining various motivation theories. Use elements from each
of Maslow's theory, Herzberg's Two-Factor theory, and Equity theory and assemble your own motivation
theory to help you to start understanding this employee. Be sure to fully explain and define all elements
that you use in your new model of motivation. Finally, compose a short case to demonstrate how your
motivation model can actually be applied. (Points : 40)

7. (TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both
studies identified two basic forms of leader behaviors. What were the similarities in the findings from these
two studies and what was the significance of the research? (Points : 30)

8. (TCO A, B) In order to meet organizational goals and objectives management must comprehend
organizational behavior in relationship to the functions of management. List and describe the management
process functions and describe how the five personality traits contribute to the management
process. (Points : 30)
9. (TCO E, F) Neff Incorporated is a small business with 100 employees and 4 managers.

Susan and Bob work are co-workers at Neff Incorporated. Ever since they were both assigned to work on
Project X, they have been arguing about how to meet the goals of that project.

On Monday they get into a very loud argument about Project X, in the cafeteria during lunch break.
Manager 1 is told about the argument and he sends out an email which says: "Greetings everyone. I heard
that there may have been a small disagreement in the cafeteria at lunchtime. I just want you all to know
that I appreciate the good work you are all doing on Project X. I know that everyone here really gets along
even though a little workplace stress can sometimes build up. It is good that we have such a warm, friendly
group of employees working here at Neff Incorporated".

On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager 2 decides
that she will deal with the situation this time. She sends them an email stating: "Susan and Bob, you have
both worked here at Neff for 5 years and you have worked on many projects together. I know you are both
passionate about our mission and goals here at Neff. I also know that you sometimes disagree with each
other on how to meet those goals, but we need to look at the big picture. You are both on the same team
and both working towards the same goals. Please do not let small disagreements get in the way of this."

On Wednesday, Susan and Bob get into a third argument about Project X, in the cafeteria again. Manager 3
decides he is going to handle the situation this time. He sends them an email stating, "Susan and Bob, if you
cannot get along and maintain professionalism here at Neff Incorporated, I will have no choice but to
terminate you both. Consider this your written warning. These loud arguments in public must stop now".

On Thursday, Susan finds that a small cup of water has spilled on her desk. She thinks it may have been Bob
who did it but she is not sure. She quietly tells Manager 4 about the situation. Manager 4 asks Susan and
Bob to come into her office. She says, "Ok, I understand that on Monday, Tuesday and Wednesday of this
week you two had loud arguments in the cafeteria about Project X. Let's talk this through in an orderly and
respectful fashion. I'm handing you both a sheet of paper. Please list your disagreements about the Project
and we will deal with them one by one. Let's get this resolved today."
10. (TCO D) Define the concept of social loafing. Why does social loafing occur? Give an example of social
loafing and a suggestion for how to prevent it. (Points : 20)







(TCOs A& B) What is organizational learning? Why is it important for firms to emphasize organizational
learning? (Points: 10)

Organizational learning is an organization-wide ongoing process that improves its collective ability to
accept, make sense of, and respond to external and internal change. It requires the..

(TCOs E & F) Please identify and give examples of four of the five indirect conflict management strategies.
(Points: 10)

Four of the five indirect conflict management strategies include reduced interdependence, appeals to
common goals, hierarchical referral, and alterations in the use of mythology and scripts. Reduced
interdependence involves making..

(TCO A, B) An organization is a collection of people working together within a given structure and culture to
achieve a common purpose. Identify and describe the three components that assist the organization in
meeting its goals and list any three of the five components of job satisfaction that contribute to a company
meeting these goals. (Points: 10)
Three components that assist the organization in meeting its goal include an organizational identity, a long-
rage strategic plan, and staff development and organizational culture. The organizations identity consists
of its mission, vision, and

(TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both studies
identified two basic forms of leader behaviors. What were the similarities in the findings from these two
studies and what was the significance of the research? (Points : 30)
In the late 1940s, researchers at the University of Michigan sought to identify the leadership pattern that
results in an effective performance. From interviews of high and low performing groups in different
organizations the researchers derived two basic forms of

(TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that
contribute to understanding ourselves and others within the organizational behavior environment. (Points :
10)
Organizational behavior is a culture that is a shared set of beliefs and values within an organization
(Schermerhorn et al., 2012, p. 9). It influences the way people act and feel in organizations. For example,
an authoritarian culture restricts the employees from..

(TCO D) Identify the five stages of team development, and explain what happens at each stage. Give a
specific example from your own experience to highlight one of the stages. (Points : 45)
The five stages of team development are the forming, storming, norming, performing, and adjourning
stages.
The forming stage is when the members first join the team. At this stage, the members get to know each
other in efforts to find a common ground. In addition, they will

(TCOs A& B) OB defines stress in terms of both work stressors and life stressors. Please identify four
common sources of stress at work. (Points : 10)
Four common sources of stress at work are task demands, ethical dilemmas, interpersonal problems, and
physical setting. Task demands pertain to when the employee has either too much or too little workload. In
particular, too much workload can lead

(TCO D) Referring to the team decision-making process, define consensus and unanimity and explain the
difference between the two.(Points : 10)
Consensus is a group or teams that consist of people who come from different backgrounds and who have
different values, personalities and skills, different opinions and approaches may arise with regards to the
resolution of problems, an example

(TCO D) There are six methods that teams use to make decisions. Identify and define three of the five.
(Points : 10)
Three of the methods that teams use in making decisions are through authority rule; through a consensus;
and through unanimity. Decision-making through authority rule occurs when a leader, manager, or
chairperson decides for the

(TCO E, F) Although conflict is usually considered a negative experience to be avoided, it actually has the
potential to produce positive organizational outcomes. Please identify three ways in which conflict can be
a positive influence. (Points : 10)
Three ways that conflict can be a positive influence is the information that is represent by a member can be
beneficial to the company. If something isn't going right and it has been noted by the person causing the
conflict, his solution may benefit..

(TCOs E & F) Please identify and give examples of four of the five direct conflict management strategies.
(Points : 10)
Four of the five direct conflict management strategies are accommodation or smoothing; collaboration and
problem solving; compromise; and avoidance. Avoidance is when

(TCO G) There are six sources of position power in organizational settings. Identify and define three of
these sources. (Points : 10)
The six sources of position power are legitimate, reward, coercive, process, information, and representative
power. The reward power allows a manager to use extrinsic and intrinsic rewards to control other people.
Some examples would be promotions, money, or even

(TCO G) Define power from an organizational behavior perspective. What is the difference between power
and influence? (Points : 10)
Power is defined as the ability to get someone to do something you want done or the ability to make
things happen or get things done the way you want (Schermerhorn et al., 2012, p. 264) while influence

(TCO E, F) Neff Incorporated is a small business with 100 employees and 4 managers.
Susan and Bob work are co-workers at Neff Incorporated. Ever since they were both assigned to work on
Project X, they have been arguing about how to meet the goals of that project.
On Monday they get into a very loud argument about Project X, in the cafeteria during lunch break.
Manager 1 is told about the argument and he sends out an email(Points : 45)
Manager 1 used avoidance in that he or she downplayed the disagreement and failed to participate in the
situation, He or she stayed neutral. However, this was an inappropriate conflict management strategy for
this situation as it doesnt lead to the resolution of..

(TCO F) Eagle Standard AInc. (ESI) a major engineering firm specialized in designing aircraft parts for
government contracts. ESI employees project managers and 42 engineers who are divided into project
group of 6-7 members. The majority of project(Points: 45)
Two conflict management methods that Bruce can use are force and collaboration. As the team lead, Bruce
can create opportunities that will allow the engineers to work in a more collaborative environment. For
example, he can assign some engineers to pair

(TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the
Board of Directors, has decided that it's time to invest some time and capital in improving the corporate
culture. The company has rebounded from a near calamity two years ago, and while it was a great
scramble, the(Points : 40)
Management feels that constructive styles are important yet the employees result display a passive
defensive style as being prominent. The management ideal results indicate that perfectionist, competitive,
achievement, and self-actualization are preferred. The

(TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement about
the job. The employee's familiar positive tone and high energy approach to the job and the workplace seem
to be on the wane. You really don't know what is going on with this person. But, you can try to start to
understand this employee by examining various motivation theories. Use elements from each of(Points :
40)
Maslow's hierarchy of needs theory offers appear amid the psychological, safety, social, esteem, and self-
accusation needs. The higher needs are identified as self-accusation, and a steam. Self-actualization is
regarded as the highest need level; need to fulfill oneself; to grow in use abilities to fullest and most
creative

(TCO A, B) In order to meet organizational goals and objectives management must comprehend
organizational behavior in relationship to the functions of management. List and describe the management
process functions and describe how the five personality traits contribute to the management process.
(Points : 30)
The management process includes planning, organizing, leading, and controlling. The functions describe
what managers are supposed to do in respect to: Planning-defining goals, setting specific performance
objectives, and identifying the actions needed to
Answers Based on Study Guide

(TCO A & B) Define organizational culture and list the key areas of diversity we learned about in this course.
It influences the way people act and feel in organizations. For example, an authoritarian culture restricts
the employees

(TCO D) Please define self-managing teams and identify four of the five tasks for which a true self-managing
team is responsible.
A self-managing team, also known as the self-directed work team, is a high-involvement workgroup
design (Schermerhorn et al., 2012, p. 150) where the team members are


(TCO E & F)Explain how interpersonal conflict occurs and give two example of substantive conflict, and two
examples of emotional interpersonal conflict.
An interpersonal conflict occurs when two persons are in disagreement about something. This type of
conflict can either be a substantive or an emotional conflict, although its also possible for both to occur


(TCO G)List at least 3 ethical questions leaders or followers may face as discussed in our text and class.
Provide a possible scenario wherein each question you provide would be at issue.
One question is if employees should be penalized for what they post on social media
Websites and if they shouldnt be allowed to practice their freedom of speech. This can become an issue if
an employee, for example, rants about their superior or their colleagues on social media websites. In this
case, the


(TCO E & F)Identify and discuss the stages of conflict development. Based on news and events from around
the world, please give an example of a recent conflict you have read or heard about and show how the
conflict moved through the developmental stages we learned about in this course.
The stages of conflict are: 1.) Antecedent conditions; 2.) Perceived conflict; 3.) Felt conflict; and 4.) Manifest
conflict. Antecedent conditions or conflict antecedents are


(TCO A & B)OB defines stress in terms of both work stressors and life stressors. Please identify four
common sources of stress at work.
Four common sources of stress at work are the workload and deadlines when theres too much work that
needs to be completed at the same time. Another is ones relationships
Our Leaders on Leadership highlight on page 279 introduces us to Edward J. Zore. Mr. Zore is the 16th
president of Northwestern Mutual, the largest direct provider of individual life insurance. Under Mr. Zores
leadership
By allowing the customers to gain from the companys shares of stock rather than letting the executives
benefit from these, Mr. Zore gains power in that the foundation of


(TCO D)Identify the five stages of team development, and explain what happens at each stage. Give a
specific example from your own experience to highlight one of the stages. If you have no team experience,
utilize the case study you completed in connection with same.
The five stages of team development are the forming, storming, norming, performing, and adjourning
stages. The forming stage is when the
What is communication? What are the issues in interpersonal communication? What is the nature of
communication in organizations?
Communication is the tool that enables collaboration and that holds an organization together. It is the
means by which emotions, feelings, expectations, directions, goals, ideas, and information are shared, in
turn enabling peoples actions to be



(TCO A & B) You have recently been hired by a consulting firm with a national practice. Your first
assignment is to put together a briefing explaining workplace diversity to a regional manufacturing firm in
the Southwestern U.S. and present them with a plan for fostering improved diversity in their organization.
Workplace diversity means that the members of an organization come from various backgrounds and
would thus have different attributes in things such as sexual attribution, physical
Your boss has reminded you to cover the basics..
The five types of diversity are sexual orientation, disability, age, gender, and racial/ethnic. To implement
workplace diversity, it would first be important to get senior managements buy-in for the cultural

(TCO C) Define and give examples of intrinsic rewards and extrinsic rewards. Examining further the value of
rewards, respond to the statement Money is not a motivator. Explain your response and
Extrinsic rewards are tangible rewards that are physically received as a form of recognition for the
accomplishment of something (What is intrinsic and extrinsic rewards?, 2012). Examples are praise,
awards, money, or

(TCO C) Contrast in detail Alderfer's ERG Theory and Maslow Hierarchy of Needs theory.
One difference between Alderfers ERG Theory and Maslows Hierarchy of Needs theory is that Maslows
theory has five categories of needs whereas the ERG theory has only 3 categories of needs. In particular,
the needs in Maslows theory are


(TCO B) Define perception. Select three perceptual distortions, explain the importance of each, and advise
managers how to overcome them.
Perception is the process by which people select, organize, interpret, retrieve, and respond to information
from the world around them (Schermerhorn et al., 2012, p. 76). It is the way by which people form
impressions about themselves, other people, and


(TCO C) An October 15, 2004 article by Scott Wyman in the South Florida Sun-Sentinel included the
following information on salaries awarded in the county:
The Equity theory of motivation states that people behave in ways that maintain or restore equity in
situations. This theory proposes that people will try to eliminate
How can county management reduce the perception of inequity?
To reduce the perception of inequity, county management should be more transparent when it comes to
the work being done by the top executives. These should be

(TCO E) In the May 18, 1998 issue of BusinessWeek, the story line read Nice Guys Finish with MBAs. The
following is an excerpt from that piece:
In your response define organizational culture and discuss which OCI styles most likely appeal to these
graduates. Organizational culture is the shared set of values and beliefs within an organization. It influences
the way employees feel and act in organizations. I think that these men are How can a culture be a
liability to an organization?
Culture can be a liability to an organization if the organizations culture is not aligned with the companys
objectives. For example, an organization that competes in a fast-paced market such as the IT industry will
benefit more from a culture that encourages competitiveness
What are the various types of organizational change?
The various types of organizational change are transformational, incremental, unplanned, and planned. A
transformational change consistsWhat is the difference between exploration and exploitation?
Exploration occurs at the initial stages of the innovation process whereas exploitation occurs at the latter
stages of the innovation process, or at least after the exploration stage


(TCO A). Given that people make the difference in how well organizations perform, assess how an
understanding of organizational behavior concepts and theories is a useful knowledge base for career
success and for improving an organization's effectiveness.
Organizational behavior concepts and theories can be used to ensure success and improve an
organizations effectiveness in that organizational behavior affects the organizational culture and both of
these influence the success and effectiveness of the


(TCO B). Given the influence of factors such as values, attitudes, beliefs, feelings, and personality on
individual behavior, demonstrate how knowledge of individual difference factors help in understanding,
predicting, and influencing individual behavior. Use a diagnostic instrument such as the Life Styles Inventory
(LSI) to assess your personal thinking and behavior styles and their role in accomplishing self-improvement
goals.
Knowledge about individual difference can help in predicting an employees behavior in that an employees
attitudes, beliefs, feelings, and personality influence how they relate to others


(TCO C). Given the array of theories of motivation, demonstrate their application to successfully guide
employees toward accomplishing organizational objectives.
The theories of motivation can be used to determine the factors that motivate employees to perform well
at their jobs; and therefore, contribute to the achievement of the organizations objectives. Since people
are

(TCO D). Given knowledge of group dynamics and decision-making, apply this knowledge to a case analysis
to diagnosis an organizational problem and recommend solutions.
Given that groups or teams consist of people who come from different backgrounds and who have
different values, personalities and skills, different opinions and approaches may arise with regards to the
resolution of


TCO E. Given an understanding of the communication process and given specific incidents of
communication problems at the dyad, group, or organization level, diagnose the problem and develop a
strategy for improving organizational performance through improvement of communication processes.
Communication processes that involve large teams can be difficult to manage. For example, in IT
companies, large teams work on various software applications where each team consists of smaller teams,
such as the teams of the developers, the quality control


(TCO F). Given a specific challenge of intra- and inter-group conflict, demonstrate specific conflict
resolution behaviors a leader can use to effectively resolve the conflict.
Leaders should serve as role models. They should portray the right behavior and conduct when resolving
conflicts. In other words, the leader should always behave in an ethical manner. They should also
promote


TCO G. Given an understanding of the trait, behavioral, and situational theories of leadership, apply this
knowledge to analyze a leadership situation, assess a leaders leadership style, and determine the most
appropriate leadership style for the situation.
Positive Traits of a Successful Leader
Successful leaders are physically vital and emotionally resilient. They are also concerned for task
objectives, are willing to assume responsibility, and are driven to excel and succeed









MGMT 591 Leadership and Organizational Behavior week 8 Final Exam_set 1 set 2 Answer
Set 1 Questions
Week 8 : Final Exam and Looking Ahead Final Exam
Page 1
Question 1. 1. (TCOs A & B) What is organizational learning? Why is it important for firms to emphasize
organizational learning? (Points : 10)
Question 2. 2. (TCO D) Please define self-managing teams and identify three of the five tasks a true self-
managing team is responsible for. (Points : 10)
Question 3. 3. (TCOs E & F) Please identify and give examples of four of the five indirect conflict
management strategies. (Points : 10)
Question 4. 4. (TCO G) There are four forms of personal power. Please identify and explain any three of the
four. (Points : 10)
Question 5. 5. (TCO E, F) Explain how interpersonal conflict occurs and give two example of substantive
conflict, and two examples of emotional interpersonal conflict. (Points : 10)
Page: 1 2
Week 8 : Final Exam and Looking Ahead Final Exam
Page 2
Question 1. 1. (TCO B) Faxco Incorporated is a business with 500 employees. The CEO of the company has
recently learned, based on employee surveys, that the employees are not very happy with the company. In
fact, the CEO is starting to believe that this may be the reason why Faxco is experiencing slower sales and a
recent budget crisis which threatens to shut down the company in 3 years if it is not fixed.
You are a consultant and the CEO has asked you to visit the company for a week and analyze what might be
going wrong. Here are your notes from the week:
(1) Attended Manager 1s staff meeting. He has 200 employees working under him. Manager 1 talked about
the recent budget problems that Faxco is having. He said, Its not like we didnt know this was coming. The
company makes a junky product compared to our competitors and half the time, I think the manufacturing
department is cutting corners. Overheard Manager 1 tell an employee, I dont blame anyone if they are
looking for work elsewhere.
(2) Overheard three employees talking after Manager 1s staff meeting. Employees are upset about the
idea that the manufacturing department might be cutting corners and creating junky products. The
company advertises its products as having the finest quality and durability.
(3) Attended Manager 2s staff meeting. He runs the Tech Department and has 20 employees. He was very
upset with the Marketing Department. He stated, Someone over in Marketing reported to the CEO that a
computer technician from this department was rude to them. I did not even ask who it was that was
supposedly being rude. I know were all techies in this department together and we dont behave that
way. He also read an email from a customer who said that someone from the tech department was rude.
His response was, All these customers do is complain. Its us versus them apparently, so we have to watch
out.
In light of what you learned in MGMT591, about Diversity, Job Satisfaction and Attitudes, please write up a
neatly organized analysis for the CEO. (Points : 45)
Question 2. 2. (TCO E) Neff Incorporated is a small business with 100 employees and 4 managers.
Susan and Bob work are co-workers at Neff Incorporated. Ever since they were both assigned to work on
Project X, they have been arguing about how to meet the goals of that project.
On Monday they get into a very loud argument about Project X, in the cafeteria during lunch break.
Manager 1 is told about the argument and he sends out an email which says: Greetings everyone. I heard
that there may have been a small disagreement in the cafeteria at lunchtime. I just want you all to know
that I appreciate the good work you are all doing on Project X. I know that everyone here really gets along
even though a little workplace stress can sometimes build up. It is good that we have such a warm, friendly
group of employees working here at Neff Incorporated.
On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager 2 decides
that she will deal with the situation this time. She sends them an email stating: Susan and Bob, you have
both worked here at Neff for 5 years and you have worked on many projects together. I know you are both
passionate about our mission and goals here at Neff. I also know that you sometimes disagree with each
other on how to meet those goals, but we need to look at the big picture. You are both on the same team
and both working towards the same goals. Please do not let small disagreements get in the way of this.
On Wednesday, Susan and Bob get into a third argument about Project X, in the cafeteria again. Manager 3
decides he is going to handle the situation this time. He sends them an email stating, Susan and Bob, if you
cannot get along and maintain professionalism here at Neff Incorporated, I will have no choice but to
terminate you both. Consider this your written warning. These loud arguments in public must stop now.
On Thursday, Susan finds that a small cup of water has spilled on her desk. She thinks it may have been Bob
who did it but she is not sure. She quietly tells Manager 4 about the situation. Manager 4 asks Susan and
Bob to come into her office. She says, Ok, I understand that on Monday, Tuesday and Wednesday of this
week you two had loud arguments in the cafeteria about Project X. Lets talk this through in an orderly and
respectful fashion. Im handing you both a sheet of paper. Please list your disagreements about the Project
and we will deal with them one by one. Lets get this resolved today.
Please list and discuss the conflict management strategies that are at play in this situation. Please state
whether you think each of the strategies used by the managers here were appropriate and used in the
proper order. Please defend your answer based on your analysis of the situation.
(Points : 45)
Question 3. 3. (TCO F) Eagle Standard Inc., (ESI) a major engineering firm, specializes in designing aircraft
parts for government contracts. ESI employs project managers and 42 engineers who are divided into
project groups of 6-7 members. The majority of project team leaders have spent time in France and Britain
learning new technology.
The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter. The
project has been ongoing for 18 months, and all six engineers have been with this project group since its
inception, working together on all of these projects. Eagle 6 works well together.
However, the Eagle 6 team has the most technical project, and its engineers have been working too much
overtime. The Senior project manager, Bruce Chalnick, interviewed and hired a new engineer to help out:
Richard Hue. Richard has good qualifications and seems to be knowledgeable and motivated. The work is
challenging and gives him the opportunity to showcase his computer skills and engineering knowledge. Two
weeks in, he quickly became a contributing member of the team, showing initiative and the willingness to
work overtime and weekends to research possible solutions to potential problems. Richard was particularly
adept with the computer system and Bruce is ecstatic about his new hire. Richard is a loner, on and off the
job. He is from Country X, a small island with a high power-distance culture; all of the other members of the
team were born and raised in the USA.
After three months, Richards learning curve had just about peaked, and he began to suggest new ways of
doing things. He offered to mentor the other engineers but each time he was rebuffed. He then went to
Bruce Chalnick and asked for another part of the program to work on. At that point a senior member of
Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim stated he was speaking for the rest of the
team, and said Richard is stuck up and arrogant. Tim said he and the other team members felt Richard
flaunts his education and knowledge, and none of them like him. In fact, they cant stand him.
Bruce told Tim that Richard thinks that the rest of the team are slackers who talk about bowling and sports
instead of working. Richard thinks he is disliked because hes from Country X.
Bruce WANTS to keep everyone in the company, and more importantly within the team, so how should
Bruce handle this problem? Detail what he should do by applying at least two conflict management
methods to enhance group and team performance. Include roles and decision making in your response.
(Points : 45)
Question 4. 4. (TCO D) Identify the five stages of team development, and explain what happens at each
stage. Give a specific example from your own experience to highlight one of the stages. (Points : 45)
Set 2 Questions
TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that
contribute to understanding ourselves and others within the organizational behavior environment. (Points :
10)
1. (TCOs A & B) What is organizational learning? Why is it important for firms to emphasize organizational
learning? (Points : 10)
2.(TCO D) Define the concept of social loafing. Why does social loafing occur? Give an example of social
loafing and a suggestion for how to prevent it.(Points:20)
3.(TCO A, B) An organization is a collection of people working together within a given structure and culture
to achieve a common purpose. Identify and describe the three components that assist the organization in
meeting its goals and list any three of the five components of job satisfaction that contribute to a company
meeting these goals.(Points:10)
4.(TCO D) Please define self-managing teams and identify three of the five tasks for which a true self-
managing team is responsible.(Points:10)
Part B
1 .(TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the
Board of Directors, has decided that its time to invest some time and capital in improving the corporate
culture. The company has rebounded from a near calamity two years ago, and while it was a great
scramble, the company survived and is in the strongest position ever. They knew that the culture had been
strained by the episode and wanted sincerely to work to bring things back to normal. With the assistance
of local HR offices, a case was made to the employee population that certain aspects of their current
culture might have suffered over the past few years and that it was time to think about change. They
announced that they would be undergoing an organizational culture review and that everyones opinion
was valued. A whopping 79% of the employees participated in the survey that they administered. Senior
management had worked with the consultants for a few months before the survey was given and had
determined their Ideal scores. The survey confirmed their suspicions.
The table below provides you with the percentile scores from the employee population, the ideal scores
from management, and the percentage point difference between managements ideal and the actual
results. The typical ideal score for companies is also given as a reference point. The overall cultural
grouping for the individual cultural norms is also identified.
AllGoodThings.com Cultural Change Analysis Employee Results Management Ideal Results Gap Typical Ideal
Results
11 Achievement Constructive Styles 41.0% 50.0% 9 78.0%
12 Self-Actualization 34.0% 50.0% 16 82.0%
1 Humanistic-Encouraging 34.0% 40.0% 6 85.0%
2 Affiliative 38.0% 40.0% 2 71.0%
3 Approval Passive -Defensive Styles 56.0% 22.0% -34 27.0%
4 Conventional 55.0% 15.0% -40 18.0%
5 Dependent 46.0% 20.0% -26 24.0%
6 Avoidance 71.0% 27.0% -44 27.0%
7 Oppositional Aggressive Defensive Styles 63.0% 40.0% -23 45.0%
8 Power 41.0% 41.0% 0 30.0%
9 Competitive 51.0% 52.0% 1 42.0%
10 Perfectionistic 63.0% 68.0% 5 25.0%
Referencing the information presented above, please analyze the current culture at AllGoodThings.com.
Identify and describe the cultural aspects that management cites as important and contrast them to the
cultural attributes that employees report as being expected. Also, compare and contrast managements
ideal results with the typical ideal results.
Identify the most significant gaps between managements ideal and the actual results.
What conclusions do you draw taking into account all of the facts presented and your analysis?
Provide your recommendations for the nexttwo steps in the AllGoodThings.com change process.
How would you prioritize and sequence the necessary change?
(Points : 40)
2.(TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement
about the job. The employees familiar positive tone and high energy approach to the job and the
workplace seem to be on the wane. You really dont know what is going on with this person. But, you can
try to start to understand this employee by examining various motivation theories. Use elements from each
of Maslows theory, Herzbergs Two-Factor theory, and Equity theory and assemble your own motivation
theory to help you to start understanding this employee. Be sure to fully explain and define all elements
that you use in your new model of motivation. Finally, compose a short case to demonstrate how your
motivation model can actually be applied.(Points:40)
3.(TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both
studies identified two basic forms of leader behaviors. What were the similarities in the findings from these
two studies and what was the significance of the research? (Points:30)
4.(TCO A, B) In order to meet organizational goals and objectives management must comprehend
organizational behavior in relationship to the functions of management. List and describe the management
process functions and describe how the five personality traits contribute to the management
process.(Points:30)
5.(TCO E, F) Identify and discuss the stages of conflict development. Based on news and events from around
the world, please give an example of a recent conflict you have read or heard about and show how the
conflict moved through the developmental stages we learned about in this course. (Points:10)

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