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Michael Rodriguez Michael Rodriguez 1. What went into the organizations decision making process in this case study? How should the the organization have went about making key decisions that had impacted many parties involved? 2. There were many actors involved in the project. What is the appropriate level of responsibility for each of them? Should one company be fully (or partially or not at all) responsible because of its position as principal and coordinator? What is the responsibility of each partner/contract organization in making sure that the primary company is doing what is best/right? 3. Bureaucratic forms led, in this organizations case, to the abdication of moral responsibility for particular decisions. Can bureaucracy within organizations ever help make the decisions better? How or how can it not? 1. What went into the organizations decision making process in this case study? How should the the organization have went about making key decisions that had impacted many parties involved? 2. There were many actors involved in the project. What is the appropriate level of responsibility for each of them? Should one company be fully (or partially or not at all) responsible because of its position as principal and coordinator? What is the responsibility of each partner/contract organization in making sure that the primary company is doing what is best/right? 3. Bureaucratic forms led, in this organizations case, to the abdication of moral responsibility for particular decisions. Can bureaucracy within organizations ever help make the decisions better? How or how can it not? Michael Rodriguez Michael Rodriguez 4. Acknowledging that many ‘decisions’ are simply a reflection of common understandings and organizational culture, how would we encourage better decision making within our own organizations? 5. Within a complex organizational structure like the one described in this case study, how would you suggest improving communication, especially with regard to providing the context necessary for decision makers to make the best decisions? 4. Acknowledging that many ‘decisions’ are simply a reflection of common understandings and organizational culture, how would we encourage better decision making within our own organizations? 5. Within a complex organizational structure like the one described in this case study, how would you suggest improving communication, especially with regard to providing the context necessary for decision makers to make the best decisions? ...

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company be fully (or partially or not at all) responsible because
of its position as principal and coordinator? What is the
responsibility of each partner/contract organization in making
sure that the primary company is doing what is best/right?
3. Bureaucratic forms led, in this organizations case, to the
abdication of moral responsibility for particular decisions. Can
bureaucracy within organizations ever help make the decisions
better? How or how can it not?
1. What went into the organizations decision making process in
this case study? How should the the organization have went
about making key decisions that had impacted many parties
involved?
2. There were many actors involved in the project. What is the
appropriate level of responsibility for each of them? Should one
company be fully (or partially or not at all) responsible because
of its position as principal and coordinator? What is the
responsibility of each partner/contract organization in making
sure that the primary company is doing what is best/right?
3. Bureaucratic forms led, in this organizations case, to the
abdication of moral responsibility for particular decisions. Can
bureaucracy within organizations ever help make the decisions
better? How or how can it not?
Michael Rodriguez

Michael Rodriguez
4. Acknowledging that many ‘decisions’ are simply a reflection
of common understandings and organizational culture, how
would we encourage better decision making within our own
organizations?
5. Within a complex organizational structure like the one
described in this case study, how would you suggest improving
communication, especially with regard to providing the context
necessary for decision makers to make the best decisions?
4. Acknowledging that many ‘decisions’ are simply a reflection
of common understandings and organizational culture, how
would we encourage better decision making within our own
organizations?
5. Within a complex organizational structure like the one
described in this case study, how would you suggest improving
communication, especially with regard to providing the context
necessary for decision makers to make the best decisions?

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DBA 7420, Organizational Behavior and Comparative Management 1 Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to: 3. Examine challenges and opportunities in applying organizational behavior concepts. 3.1 Apply behavioral concepts to organizational challenges and opportunities. Course/Unit Learning Outcomes Learning Activity 3.1 Unit Lesson Chapter 1, pp. 17–25 Article: “Introduction to the Brave New Workplace: Organizational Behavior in the Electronic Age.” Unit III Essay Reading Assignment Chapter 1: What Is Organizational Behavior?, pp. 17–25 In order to access the following resource, click the link below. Gephart, R. P. (2002). Introduction to the brave new workplace: Organizational behavior in the electronic age. Journal of Organizational Behavior, 23(4), 327–344. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=7181571&site=eds-live&scope=site Unit Lesson Introduction The world as we know it now is much different than it was 100 or even 50 years ago. Without change, the world, businesses, and life would become stagnant. Stagnancy is not where you want to be. The problem herein is that one cannot expect to get different results, such as improved productivity, efficiency, or profitability, if we continue doing the same things we have always done. Businesses especially want to better their best. They want to get more with less. They want greater profits. As the wants continue to grow, the world continues to evolve. If you do not change, surrounding businesses will continue to change and evolve, and you and your organization could be left behind. In this unit, we will explore a few of the many challenges faced by any business. While some of those challenges may pertain to economic pressures, demographics, diversity, networked organizations, and ethical behaviors, there are even more. This unit will focus on the economy, globalization, technological advancements, and social media. However, any of those challenges mentioned leads to additional opportunities to be explored. Each situation presents an opportunity. It is what you choose to do when faced with those challenges and opportunities that can make all of the difference. A Gamut of Challenges Let us look at the economy and its impact on an organization. To begin, you need to think of a business as a dynamic entity that changes and reacts to its environment. In this sense, all organizations change and adapt to what the economy is or is not doing, and, because of this, organizational behaviors change. Some examples of these changes in behaviors are when the economy is bad and a company suspends pay raises or bonuses. When an organization’s profits tank or are much lower than predicted, the company can UNIT III STUDY GUIDE Challenges and Opportunities in Applying Organizational Behavior ...

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Case Study For this paper, you are asked to discuss client information, assessments, addiction information, and treatment found in the provided case study. Read: Case Study 1 Link: https://web.archive.org/web/20180722130901/http:/www.interventionsolutions.com/Case_Studies_1.asp Instruction: Your paper should: · Be composed in MS Word and formatted in APA style · Be at least 5 pages in length, not including the title page and references page · Employ a minimum of three scholarly sources that directly support your main ideas Overview: For this project, you must focused on certain aspects of the case study by completing a full analysis of this case study. Specifically, address the following critical elements in your paper: · Client information · Provide a complete background history on the client, including identifying the client and providing the addiction that the client presents with. · Assessment · Identify through the use of assessments the physiological procedure the client uses for administration of his addiction (oral, injection, watching videos, phone calls). · Describe the type of environment in which the client spends his time. i. Is there support within the family? ii. Does the subject hang around with friends who are using addictive substances? iii. Is the subject working for a company where his addiction is encouraged? · What is the client’s philosophical stand about his addiction? i. What is his motivation level for getting help? ii. Is there a sense of hope or hopelessness? · Addiction Information · Identify the addiction that this client presents with and provide a background history of that addiction i. Does the client have a substance addiction, like alcohol, prescriptions, or illicit drugs? ii. Does the client have a process addiction, like gambling, video gaming, or shopping? · What is the impact of the addiction on the individual, family, community, and/or society? i. What are the consequences on the individual, his family, his workplace, and his community due to his addiction? ii. Has he lost his family, job, friends, community standing, self-esteem, credibility, freedom? · Differentiate between the physiological and psychological effect of the addiction. iii. Does the addiction physiologically affect the client’s behaviors and mental processes? If so, how? iv. Does the addiction psychologically affect the client’s behaviors and mental processes? If so, how? · Treatment · Describe the treatment plan for this client. i. Do you agree with the counselor’s choice of treatment? ii. If so, discuss why you agree with the counselor’s choice. If not, describe how you would alter the treatment plan. Provide support for your claims. iii. Out of the seven therapy models discussed in this course, which do you think would work best for this client? a) Moral model b) Psychological model c) Family model d) Disease model e) Biological model f) Sociocultural model g) Multi-causal model · If the counselor were to develop a relapse ...

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Organizational Change Consulting In unit one the discussion centered around the reinvention and culture of the organization, the way business is conducted. This unit shifts the focus to what people do by examining the role of an organizational development consultant, the diagnostic process, and peoples’ resistance to change. The OD Consultant A change agent is a person or team responsible for beginning and maintaining a change effort. Change agents may come from inside an organization, in which case they are called internal consultants, or they may come from outside an organization, in which case they are called external consultants. The role of the organizational development (OD) consultant is to initiate, stimulate, and facilitate change. William Bridges explains that things change but people transition (as cited in Montgomery, 2009). The OD consultant is therefore concerned primarily with the people aspect of the change events. One of the basic roles of the consultant is to facilitate and teach the client how to identify the problem, diagnose and solve the problem. This reduces the dependency of the client on the consultant but also empowers the client and is associated with higher corporate buy-in rates. Clearly, OD consultants must have a number of skills in order to be successful. In particular, consultants need to possess both leadership and management expertise. In a leadership role, consultants should be able to facilitate rather than direct, keep information flowing, and use multiple methods on a consistent basis. Problem solving is another skill an effective consultant hones. He or she has to be able to identify and focus on the next set of problems. Organizations and processes experience flux, which often results in new and unanticipated problems, which cannot be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So how does an organizational consultant accurately decipher root problems? The Diagnostic Process The diagnosis is a two-fold process: an assessment of the variables, and a report on possible corrective interventions. Diagnosis involves gathering data, interpreting the data, identification of problem areas and options for solutions. Diagnostic tools consist of interviews, surveys, instruments, observation and review of public records. To many, diagnosis is the most important stage. Success or failure of change strategies is dependent on several things but accurate diagnosis is critical. Failure to address the root cause or intervening in processes that were previously fully functional is inappropriate and costly change, but if the problem is properly diagnosed and the intervention strategy appropriate, why can change still be so difficult for organizations to enact smoothly? Resistance to Change Change is often problematic unless the cause and solution are readily transparent. Generally speaking, change is.

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The following topics should be included in your key understandings and take-away for this week. What do you know about these topics? Definition of group Formal vs informal groups Tuckman’s stages of group development Groups as open systems Characteristics of effective groups Advantages and disadvantages of groups Advantages and disadvantages of decision making in groups Social facilitation, synergy, social loafing, Norms, cohesiveness, impact of different combinations of these. Definition of team Team building process Different team roles Advantages/ disadvantages of teams Types of teams (High performing, self managing, etc) Homogenous and heterogeneous teams Types of team building/ approaches to team building Difference between groups and teams Solution .1. A collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling fcamaraderie, and who work together to achieve a common set of goals. 2. Formal Groups- Formal groups are created and maintained to fulfill needs or tasks which arc related to the total organisation mission. Thus these are consciously and deliberately created. Such groups may be either permanent in the form of top management team such as board of directors or management committees, work units in the various departments of the organisation, staff groups providing specialised services to the organisation, and so on; or the formal groups may be constituted on temporary basis for fulfilling certain specified objectives. When such objectives are fulfilled they disappear. These may be in the form of temporary committee, task force, etc. The working of formal groups is regulated by organisational rules and regulations. Informals Group- Informal groups, on the other hand, are created in the organisation becausc of operation of social and psychological forces operating at the work-place. Members create such groups for their own satisfaction and their working is not regulated by the general framework of organisational rules and regulations. Thus formal and informal organisations differ from each other in the following respects: 1. Origin—As discussed above, reasons and circumstances of origin of both formal and informal organisations are quite different. The formal groups are created deliberately and consciously in the organisation by the framers of the organisation. On the other hand, informal groups arc created because of the operation of socio-psychological forces at the workplace, that is, people while working together develop certain liking and disliking for others for the type of interactions not provided officially. 2. Purpose—Since formal groups are deliberate creation, they are created for achieving the legitimate objectives of the organisation. In fact, formal groups are basic product of formal ogranisation structure. The informal groups are created by organisational members for their social and psychological satisfaction. Thus they serve the purpose of organisational members wh.

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