MGMT 591 Inspiring Innovation / tutorialrank.com

MGMT 591 Case Study Building a Coalition (Woodson
Foundation) (2 Papers)
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This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a
two- to three-page paper addressing the key questions identified.
Remember that all case studies present both too much and too little
information. There may be information presented that is not really
relevant, and there may be scant information about a key area. This
analysis does require interpretation of the information and there is
not one right answer. However, you must explain and defend any
assumptions you made or conclusions resulting from your analysis
with citations from the text or from the case itself. There is no need
to research outside sources for this paper. I will copy/paste the
entire case from my text on to here so you can read it.
Your paper must include the following labeled sections.
CategoryPointsDescription
Part I: Group Development15Identify and summarize the stages of
group development.

Reflecting on the case and textbook material, what stage is the
group at now? How could an understanding of the stages of group
development have assisted The Woodson Foundation in building a
cohesive coalition?
Support your conclusion with evidence from the case and our text.
Part II: Problem Identification30Identify key problems.
Identify primary and secondary problems the Woodson Foundation
is facing. Identify what the organization should have understood
about individual membership in teams in order to have built group
processes that were supportive of her groups' goals.
Do not necessarily limit yourself to only team theory here. Plumb
any concepts we have covered to date in class if you feel they are
relevant.
Part III: Retrospective Evaluation40Given that there is no one
perfect solution for this situation, identify, describe, and defend
two possible solutions to the primary problem(s).
Clearly identify and defend both courses of action. Identify and
discuss specific steps needed to implement your selections.
Support your selections with evidence from the case, the text, or
weekly discussion.

Remember that deciding on a course of action entails envisioning
and planning the steps to success. Be sure to identify
implementation steps for both possible solutions.
Almost every situation presented with relation to group dynamics
and behavior can have multiple avenues for remedy. It is important
to develop the ability to critically evaluate more than one
alternative and rationally identify pros and cons of each.
Presenting pros and cons for the identified alternative solutions in a
table format within the paper is acceptable.
Part IV: Reflection15What would you advise as a strategy for
managing diversity issues for program leaders?
This case describes a multiorganizational effort, but the same
principles of accommodation and compromise also apply when
trying to work with multiple divisions within a single organization.
You’ll create a blueprint for managing a complex development
team’s progress, steering team members away from negative
conflicts and toward productive discussion. You’ll also be asked to
help create a new message for executives so they can lead
effectively.

Major Topic Areas
● Group dynamics
● Maximizing team performance
● Organizational culture
● Integrative bargaining
The Scenario
The Woodson Foundation, a large nonprofit social service agency,
is teaming up with the public school system in Washington, D.C.,
to improve student outcomes. There’s ample room for
improvement. The schools have problems with truancy, low
student performance, and crime. New staff quickly burn out as
their initial enthusiasm for helping students is blunted by the harsh
realities they encounter in the classroom. Turnover among new
teachers is very high, and many of the best and brightest are the
most likely to leave for schools that aren’t as troubled.
The plan is to create an experimental after-school program that will
combine the Woodson Foundation’s skill in raising private money
and coordinating community leaders with the educational expertise
of school staff. Ideally, the system will be financially self-
sufficient, which is important because less money is available for
schools than in the past. After several months of negotiation, the
leaders of the Woodson Foundation and the school system have
agreed that the best course is to develop a new agency that will

draw on resources from both organizations. The Woodson
foundation will provide logistical support and program
development and measurement staff; the school system will
provide classrooms and teaching staff.
The first stage in bringing this new plan to fruition is the formation
of an executive development team. This team will span multiple
functional areas and establish the operating plan for improving
school performance. Its cross-organizational nature means
representatives from both the Woodson Foundation and the school
district must participate. The National Coalition for Parental
Involvement in Education (NCPIE) is also going to be a major
partner in the program, acting as a representative for parents on
behalf of the PTA. While it would be perfect if all the groups could
work together easily to improve student outcomes, there is little
doubt some substantive conflicts will arise. Each group has its own
interests, and in some cases these are directly opposed to one
another.
School district representatives want to ensure the new jobs will be
unionized and will operate in a way consistent with current school
board policies. They are very concerned that if Woodson assumes
too dominant a role, the school board won’t be able to control the
operations of the new system. The complexity of the school system
has led to the development of a highly complex bureaucratic
structure over time, and administrators want to make sure their
policies and procedures will still hold for teachers in these
programs even outside the regular school day. They also worry that

jobs going into the new system will take funding from other school
district jobs.
Woodson, founded by entrepreneur Theodore Woodson around
1910, still bears the hallmarks of its founder’s way of doing
business. Woodson emphasized efficiency and experimentation in
everything he did. Many of the foundation’s charities have won
awards for minimizing costs while still providing excellent
services. Their focus on using hard data to measure performance
for all their initiatives is not consistent with the school district
culture.
Finally, the NCPIE is driven by a mission to increase parental
control. The organization believes that when communities are able
to drive their own educational methods, students and parents are
better able to achieve success together. The organization is
strongly
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committed to celebrating diversity along racial, gender, ethnic, and
disability status categories. Its members are most interested in the
process by which changes are made, ensuring everyone has the
ability to weigh in.
Some demographic diversity issues complicate the team’s
situation. Most of the students served by the Washington, D.C.,

school district are African American, along with large populations
of Caucasians and Hispanics. The NCPIE makeup generally
matches the demographic diversity of the areas served by the
public schools. The Woodson foundation, based in northern
Virginia, is predominantly staffed by Caucasian professionals.
There is some concern with the idea that a new group that does not
understand the demographic concerns of the community will be so
involved in a major change in educational administration. The
leadership of the new program will have to be able to present an
effective message for generating enthusiasm for the program
across diverse stakeholder groups.
Although the groups differ in important ways, it’s also worth
considering what they have in common. All are interested in
meeting the needs of students. All would like to increase student
learning. The school system does benefit from anything that
increases student test scores. And the Woodson Foundation and
NCPIE are united in their desire to see more parents engaged in the
system. The development team will consist of three individuals—
HR representatives from the Woodson Foundation, the schools,
and the NCPIE—who have prepared the following list of potential
candidates for consideration.
Victoria Adams is the superintendent of schools for Washington,
D.C. She spearheaded the initial communication with the Woodson
Foundation and has been building support among teachers and
principals. She thinks the schools and the foundation need to have
larger roles than the parents and communities. “Of course we want

their involvement and support, but as the professionals, we should
have more say when it comes to making decisions and
implementing programs. We don’t want to shut anyone out, but we
have to be realistic about what the parents can do.”
Duane Hardy has been a principal in the Washington area for more
than 15 years. He also thinks the schools should have the most
power. “We’re the ones who work with these kids every day. I’ve
watched class sizes get bigger, and scores and graduation rates go
down. Yes, we need to fix this, but these outside groups can’t
understand the limitations we’re dealing with. We have the
community, the politicians, the taxpayers—everyone watching
what we’re doing, everyone thinking they know what’s best. The
parents, at least, have more of a stake in this.”
“The most important thing is the kids,” says second-year teacher
Ari Kaufman. He is well liked by his students but doesn’t get along
well with other faculty members. He’s seen as a “squeaky wheel.”
“The schools need change so badly. And how did they get this
way? From too little outside involvement.”
Community organizer Mason Dupree doesn’t like the level of
bureaucracy either. He worries that the school’s answer to its
problems is to throw more money at them. “I know these kids. I
grew up in these neighborhoods. My parents knew every single
teacher I had. The schools wanted our involvement then. Now all
they want is our money. And I wouldn’t mind giving it to them if I

thought it would be used responsibly, not spent on raises for people
who haven’t shown they can get the job done.”
Meredith Watson, with the Woodson Foundation, agrees the
schools have become less focused on the families. A former
teacher, she left the field of education after being in the classroom
for 6 years. “There is so much waste in the system,” she
complains. “Jobs are unnecessarily duplicated, change processes
are needlessly convoluted. Unless you’re an insider already, you
can’t get anything done. These parents want to be involved. They
know their kids best.”
Unlike her NCPIE colleagues, Candace Sharpe thinks the schools
are doing the best they can. She is a county social worker,
relatively new to the D.C. area. “Parents say they want to be
involved but then don’t follow through. We need to step it up, we
need to lead the way. Lasting change doesn’t come from the
outside, it comes from the home.”
Victor Martinez has been at the Woodson Foundation for 10 years,
starting as an intern straight out of college. “It’s sometimes hard to
see a situation when you’re in the thick of it,” he explains.
“Nobody likes to be told they’re doing something wrong, but
sometimes it has to be said. We all know there are flaws in the
system. We can’t keep the status quo. It just isn’t cutting it.”
Strategies for the Program Team

Once the basic membership and principles for the development
team have been established, the program team would also like to
develop a handbook for those who will be running the new
program. Ideally, this set of principles can help train new leaders to
create an inspirational message that will facilitate success. The
actual content of the program and the nature of the message will be
hammered out by the development team, but it is still possible to
generate some overriding principles for the program team in
advance of these decisions.
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MGMT 591 Final Exam (All 4 Sets)
Details of All 4 Sets could be found individually under each
product
MGMT 591 Final Exam Guide Set 1
MGMT 591 Final Exam Guide Set 2 (New)

**************************************
MGMT 591 Final Exam Study Guide v7-3-15
SA 1. (TCOs 1 and 2) Organizational behavior is an
interdisciplinary body of knowledge with strong ties to several
academic disciplines. Please identify three of the four primary
areas.
SA 1. (TCOs 1 and 2) OB defines
stress in terms of both work stressors and life stressors. Please
identify four common sources of stress at work.
SA 1. (TCOs 1 and 2) Please identify and
briefly explain two of the five dimensions of national culture.

SA 1. (TCOs 1 and 2) What is
organizational learning? Why is it important for firms to
emphasize organizational learning?
SA 1. (TCO 1 and 2) What is the goal in
studying and applying organizational behavior concepts? Pick one
of the four organizational behavior disciplines and use a brief
example to describe how it relates to this goal.
SA 1. (TCO 1, 2) Identify the main
elements included in affective events theory. Select any two of
these elements, and provide an example of how the factor can
influence an employee’s job performance and satisfaction.
SA 1. (TCO 1, 2) What is organizational
behavior, and to what degree do you think an understanding of it
may increase one’s managerial success in the workplace?
SA 2. (TCO 4) Please define self-managing
teams and identify three of the five tasks a true self-managing team
is responsible for.

SA 2. (TCO 4) Referring to the team
decision making process, define consensus and unanimity, and
explain the difference between the two.
SA 2. (TCO 4) There are six methods that
teams use to make decisions. Identify and define three of the six.
SA 2. (TCO 4) What is groupthink? Why can
groupthink be detrimental to effective group functioning?
SA 2. (TCO 4) What factors determine
whether teams are successful? Please briefly describe each factor.
SA 3. (TCO 5) Please define and
explain the difference between functional conflict and
dysfunctional conflict.
SA 3. (TCO 5) Identify and define four of
the seven key elements in the communication process. Give a
specific example of a possible breakdown in a communication
flow.

SA 3. (TCO 5) Please identify and give
examples of four of the five direct conflict management strategies.
SA 3. (TCO 5) Please identify and give
examples of four of the five indirect conflict management
strategies.
SA 3. (TCO 5) Identify four of the barriers
to effective communication and give an example of each.
SA 3. (TCO 5) Based on the value of
leadership communication and conflict management skills
presented in the course, list a minimum of five major conflict
resolution techniques that allow managers to control dysfunctional
conflict or increase conflict when it is too low between parties.
Support each technique with a clear and concise example of a
manager's application of each technique during conflict resolution
situations in the workplace.
SA 3. (TCO 5) Define the term channel
richness as it relates to the communication process. Briefly
describe and defend which level of richness you would select when
addressing a workplace conflict in the antecedent stage.
SA 4. (TCO 5) What is leadership, and
how does it differ from management?
SA 4. (TCO 5) Define power from an
organizational behavior perspective. What is the difference
between power and influence?

SA 4. (TCO 5) There are four forms of
personal power. Please identify and explain any three of the four.
SA 4. (TCO 5) Compare and contrast
charismatic and transformational leadership styles. Provide two
characteristics of each leadership style.
SA 4. (TCO 5) Differentiate between trait
theories of leadership and behavioral theories of leadership.
Describe each and give an example of each type of leadership.
SA 5. (TCO 6 & 7) Explain how
interpersonal conflict occurs, and give two examples of substantive
conflict and two examples of emotional interpersonal conflict.
SA 5. (TCO 6 & 7) Describe and illustrate
with an example an advantage that face-to-face communication has
over written communication. Describe and illustrate with an
example an advantage that written communication has over face-
to-face communication.
SA 5. (TCO 6 & 7) Workplace deviance is
costly to both organizations and employees. Victims of workplace
deviance suffer from stress-related conditions, decreased
productivity, and low morale, and are more likely to leave the
organization. How can norms be used to reduce deviant workplace
behavior?
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1. Start of Question Pool - "" - The exam will display 1 of
these questions
2. SA 1. (TCOs A and B) Organizational
behavior is an interdisciplinary body of knowledge with strong ties
to several academic disciplines. Please identify three of the four
primary areas.
3. SA 1. (TCOs A and B) OB defines stress in
terms of both work stressors and life stressors. Please identify four
common sources of stress at work.
4. SA 1. (TCOs A and B) Please identify and
5. SA 1. (TCOs A and B) What is
6. SA 1. (TCOs A and B) What is the goal in

7. SA 1. (TCOs A and B) Identify the main
organizational behavior, and to what degree do you think an
understanding of it may increase one’s managerial success in the
workplace?
9. End of Question Pool - "" End of pool to row
these questions
11 SA 2. (TCO D) Please define self-managing
is responsible for.
12. SA 2. (TCO D) Referring to the team
13. SA 2. (TCO D) There are six methods that

14. SA 2. (TCO D) What is
groupthink? Why can groupthink be detrimental to effective group
functioning?
15. SA 2. (TCO D) What factors determine
these questions
18. SA 3. (TCO E) Please define and explain
the difference between functional conflict and dysfunctional
conflict.

19. SA 3. (TCO E) Identify and define four of
flow.
20. SA 3. (TCO E) Please identify and give
strategies.

22. SA 3. (TCO E) Identify four of the barriers
23. SA 3. (TCO E) Based on the value of
24. SA 3. (TCO E) Define the term channel

these questions
27. SA 4. (TCO E) What is leadership, and how
does it differ from management?

28. SA 4. (TCO E) Define power from an
29. SA 4. (TCO E) There are two forms of
personal power. Select one of the forms. Explain the theory of how
this power comes to be and is used. Then provide an example of a
person who possesses this type of power and how he/she uses it.
30. SA 4. (TCO E) Compare and contrast charismatic
and transformational leadership styles. Provide two characteristics
of each leadership style.

31. SA 4. (TCO E) Differentiate between trait
these questions

34. SA 5. (TCOs F and G) Explain how
35. SA 5. (TCOs F and G) 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.
36. SA 5. (TCOs F and G) Describe and
illustrate with an example an advantage that face-to-face
communication has over written communication. Describe and

illustrate with an example an advantage that written
communication has over face-to-face communication.
37. SA 5. (TCOs F and G) Workplace deviance
is costly to both organizations and employees. Victims of
workplace deviance suffer from stress-related conditions,
decreased productivity, and low morale, and are more likely to
leave the organization. How can norms be used to reduce deviant
workplace behavior?
these questions
2. EQ 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 that threatens to shut down
the company in three 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 1's staff meeting. He has 200 employees
working under him. Manager 1 talked about the recent budget
problems that Faxco is having. He said, "It's not like we didn't
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." Manager 1 was
overheard telling an employee, "I don't blame anyone if they are
looking for work elsewhere."
(2) You overheard three employees talking after Manager 1's 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) You attended Manager 2's 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 we're all techies in this
department together and we don't behave that way." He also read
an e-mail from a customer who said that someone from the tech
department was rude. His response was, "All these customers do is
complain. It's 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.
3. EQ 1. (TCO B) What is an attitude? Discuss
the three basic components of an attitude.
4. EQ 1. (TCO B) Discuss and provide
examples of best practices an organization can implement to
leverage diversity in areas such as group management, recruiting,
hiring, retention, and development practices to increase an
organization’s competitive advantage.
5. EQ 1. (TCO B) Just as Judy Garland and Mickey
Rooney cried, "Let's put on a show!" to solve problems in their
1940s movie lives, many businesses cry "Let's build teams!" to
attack problems ranging from low productivity to poor morale,
high costs, and missed deadlines. Likewise, in our Week 3 Case
Study, Building a Coalition, we had a team begin to form to
address problems in the Washington, DC school system. Employee
teams intuitively seem to be a great idea and are certainly a
growing trend.

Use your newfound knowledge of teams and discuss the following
three elements:
(a). Describe the stages of group development. Why is it important
that managers have an understanding of the group development
process? (15 points)
(b). Identify and discuss three group property or team process
elements you feel are most important in building a high performing
team. (15 points)
(c). Identify and discuss at least TWO factors that determine
whether teams are successful. (15 points).
6. EQ 1. (TCO B) Researchers report that heredity
has a strong influence on an individual’s personality. What are the
implications of this in organizational settings?

7. EQ 1. (TCO B) John supervises five employees at
a local manufacturing office and is trying to decide how to
motivate them. The office is rather small and his employees work
an eight hour day with only a 30 minute break for lunch (and they
eat at their desks). He thinks that giving them a monetary bonus or
a raise might be the way to get the group to start producing more.
Discuss why money might not be a motivator to these employees,
and what action could be taken instead to get them motivated.
8. EQ 1. (TCO B) You are the manager of a business
that cleans airliners. You are contracted by airlines to perform
quick cleanups on planes between flights, as well as more
extensive cleanings while planes are parked overnight. The airline
industry is facing financial pressures and these pressures have
trickled down to you. The airlines are having their planes cleaned
less often and, as a result, they are dirtier when they are cleaned. It
also seems like passengers are increasingly likely to leave really
gross stuff behind.

The work is difficult. Your employees have not received raises in
some time, and it likely that they won’t receive raises in the near
future. The employees, individually and as a group, are quite open
about not liking their jobs. Your managers are placing pressure on
you to make the employees more productive. You subscribe to the
theory that workers who are more satisfied with their jobs are more
productive. You cannot give the employees raises, but you do have
a very limited amount of discretionary funds. What can you do to
increase the workers’ level of job satisfaction? Provide five
specific steps you could take.
9. EQ 1. (TCO B) Juanita Perez strongly
believes in working for a company which promotes diversity. She
is currently enrolled with you in a graduate program with a major
in human resources management; and, she aspires to become a
Chief Diversity Officer (CDO) in an organization respectful of
differences. You have taken several courses with her; and, you
both have discussed the fact that adult learners want to be involved
and gain more exposure in the operations of the company they
work for. You understand that she is searching for a new job.

Recently, Juanita attended an interview, where she was told that
the company follows policies which focus on organizational
diversity. This was very encouraging; and, she left the interview
with a very positive feeling. Based on what she learned about
selecting the right job early in one’s career, she decided to research
the company’s claims. In addition, she wanted to look back on the
Life Style Inventory data results (LSI) to review her personality
traits and interests before considering taking a job if it was offered
from this company.
Three days later, Juanita received a telephone call from the Human
Resources department offering her the position she interviewed for
the week prior. Based on the research findings she gathered after
her visit to the company, and your understanding of using the LSI
assessment tool for career decisions, please offer Juanita your
recommendation based on the data she shared with you about the
organization she is thinking about joining. She has to respond back
with her decision within 48 hours; and, emailed you for your
constructive analysis of the data and advice. Reflect on the
research findings below, and prepare a detailed email with your
recommendation. Substantiate your argument and be specific to
accept or turn down the job offer. Juanita’s research about the
company includes:

85% percent of the top management positions in the company are
held by men.
She is the only Hispanic, Spanish speaking female in this division.
The workforce is not dominated by any specific ethnic or racial
group.
The employees she talked with during her interview believe that
they are treated equally in spite of differences in performance.
Juanita’s LSI assessment points out positive leadership attributes
and communication skills verbal/written.
these questions
12. EQ 2. (TCO E) You lead a team of marketing
professionals. At a recent team meeting, Curtis and Andrea got into
an argument in front of you and are no longer speaking to each
other. Curtis came to you and complained that Andrea always tries
to get all of the attention. Andrea came to you with that same

complaint about Curtis after the argument. Recently you and your
entire team took the Life Styles Inventory (LSI). Andrea is
Conventional while Curtis is Competitive. Your style is
Humanistic-Encouraging. You plan to hold a meeting with the
three of you. What four specific things will you cover, and how
will you approach each part of the communication differently
based on the LSI results?
13. EQ 2. (TCO E) Mary has accepted a position as
director of a non-profit organization that represents a cause she
deeply believes in. Her pay is $28,000 per year. Her position
allows considerable flexibility, which is critical given her three
school age children and family needs. Additionally, Mary works
with many peers who she respects and her leadership essentially
allows her the freedom to make decisions without too much upper
management review. Mary’s husband Bill works as a Computer
Engineer for a large consulting firm. His pay is $95,000 per year.
Bill’s work requires many late hours and weekends, as well as a
considerable travel demand. This means that Bill misses much of
the children’s growing up experiences and that Mary has to carry
those responsibilities alone. Bill’s peers are extremely competitive
and the nature of the role allows little collaboration. Additionally,
Bill’s boss is extremely aggressive and a micromanager. He and
Bill clash constantly, and the boss has been very antagonistic and
anxious that Bill is “out for his job.” Bill and Mary live in a part of
the country where the median wage for a professional is

approximately $65,000. Mary and Bill’s dinner time conversations
seem to regularly revolve around how dissatisfied they both are
with their careers.
Evaluate reasons why each seems dissatisfied and recommend how
each can work to improve their levels of satisfaction in the
workplace. What are their choices if they cannot resolve their
concerns?
14. EQ 2. (TCO E) Describe the
communications process in detail, including all key parts and their
particular function; as well as movement of the communications.
Provide examples of each part and elaborate on each example.
15. EQ 2. (TCO E) The use of social
networking by professionals in the workplace as a means of
communication is increasing dramatically. Describe how the use of
social networks enhances or reduces productivity at an
organizational level. Discuss how their social and work uses affect
employee attitudes and behaviors.

these questions
18. EQ 3. (TCO E) 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 six to seven
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
United States.
After three months, Richard's 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 can't 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 he's 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.
19. EQ 3. (TCO E) As a manager of people, it is
inevitable that you will have to deal with conflict issues. In our
studies, we have identified the need to resolve conflict when it is
seen to be counter to the organization’s goals, and in some cases,
to stimulate conflict to arrive at organizational goals or increase
performance. Select any two of the nine conflict-resolution
techniques. Explain how each technique could be used to reduce or
eliminate conflict. Provide an example scenario for each. (15
points for each technique with an example scenario.) Select one of
the four conflict-stimulation techniques. Explain how that
technique could be used to improve a group’s performance.
Provide an example scenario. (15 points)
20. EQ 3. (TCO E) In the small town of
Evansville, Indiana, Amberville Textiles was not producing
parachute and military blankets as it did in its height of success
thirty years ago. When Joe Harley, the middle-level manager of the
production department at Amberville was laid off, many
employees who worked under him became apprehensive about
their job security. They were aware of the current trend toward
laying-off employees in the textile industry.
The termination of their manager, combined with the fact that the
plant had performed only moderately well in the last two quarters,
led the employees to believe that they were at a high risk of losing
their jobs as well. Rumors had spread about impending lay-offs

and the human resources manager was just developing the first
formal inter-departmental communication network for managers to
put into place the same week Joe Harley left the organization.
Analyze the current organizational and inter-departmental
structure; then, prepare a clear, concise process-improvement
strategy plan, which you will present in writing to the President
and Human Resources Manager. Include specific examples of
current communication issues and specific suggestions for
improvement. Conclude with two recommendations for how the
inter-departmental communication conflicts could be altered to
improve accurate and timely communication and productivity
within the current workforce.
21. EQ 3. (TCO E) You are the chair of the
newly formed Campus Speaker Committee, a student organization
that selects campus speakers. The funding for speakers selected by
the committee comes from a wealthy, respected alumnus who
wants more controversial speakers to speak to students on campus.
The alumnus gave the school a $50,000 endowment earmarked for
this purpose. However, his endowment is contingent upon
students’ ability to choose speakers without interference from
faculty and administration.
The Campus Speaker Committee has selected Representative
Baker, a Republican member of Congress who is actively involved
in a number of controversial political issues and is an alumnus of
your college. The board of trustees for the college is thrilled with
the choice of a conservative speaker, but many students on campus
have given the announcement a lukewarm reception. Three days
before the speaker’s scheduled visit, an article in the student
newspaper reveals that Representative Baker was a member of a

white supremacist group when he was in college. The article
reports that the white supremacist group still exists, and it lists the
group’s website, which is full of racist statements.
Many students and faculty are now denouncing the Campus
Speaker Committee for inviting such a person. The trustees and the
school’s president downplay the representative’s former
involvement in the group and continue to support his speaking on
campus. The committee now must meet to decide whether or not to
revoke Representative Baker’s invitation to speak on campus.
Please respond to each of the following questions:
As the chair, consider potential barriers to effective
communication and which communication strategies you would
recommend to help committee members to (a) to minimize the
possibility of groupthink; (b) to reach consensus if not unanimity.
Why?
Specific conflict management (resolution and stimulation)
techniques might help you to negotiate an optimal solution?
Discuss. Why?
How will you use the “dimensions of conflict handling intentions”
to address any conflict that may arise between committee
members? Why?
22. EQ 3. (TCO E) William Smith and Julia Morin
met each other during cycling competitions in Brooklyn, New
York two years ago. Each of them worked in specialty bicycle
shops in Manhattan as high-end mechanical technicians. Recently,
they began to ‘dream’ about the possibility of combining the two

shops; then, starting up a third shop in Brooklyn. Their shop
owners loved the idea, but the twenty-five current employees in
each of the downtown Manhattan shops considered the start-up
store in Brooklyn a threat.
these questions
25. EQ 4. (TCOs C and 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.
26. EQ 4. (TCOs C and D) When a team works
together, it has a huge range of skills available that it can utilize to
deliver extraordinary results. Explain how organizations can create
team players.
27. EQ 4. (TCOs C and D) Congratulations!
Your manager just informed you that you’ve been promoted to the
team lead role for a multi-functional, virtual team. The stakes are
high. The deliverables for this team are essential to the
organization’s strategic goals. Most of the team interaction will be
online and your charter is to effectively manage the team, keep
executive management updated on the status of critical milestones,
and maintain a high performing team. Using the Team

Effectiveness Model as a foundation, analyze and prioritize one
solution from each category of the model (context, composition,
and process) that you believe creates the best foundation for your
team’s success. Provide your rationale for your recommended
solutions.
28. EQ 4. (TCOs C and D) The amount of
cohesiveness and diversity found within teams can have both
positive and negative effects upon a team’s performance. Answer
the following.
(a). Describe how a team’s level of cohesiveness could have a
negative impact upon performance.
(b). List four ways to increase team cohesiveness.
(c). How can increasing diversity in team membership decrease the
team’s performance? d. Indicate two ways to improve performance
within diverse teams.
29. EQ 4. (TCOs C and D) Monica was
recently promoted to the manager role for a large function in her
organization that oversees global regulatory compliance for the
company’s products. Her prior department—Customer Complaints
—is just one of the functional groups that provide input for her
new department’s charter. Monica is tasked with revising a set of
complex processes to improve the quality and timeliness of

regulatory reporting, and she has asked you for some
recommendations about team format. Considering the numerous
inputs and outputs of the affected processes, and the global
reporting requirement, should Monica create a cross-functional
team, a problem-solving team, a virtual team, or a hybrid? After
careful analysis, write up your recommended team format and
defend your reasons for the type of team Monica should establish.
30. EQ 4. (TCOs C and D) Managers and
leaders must possess good communication skills in order to be
successful and achieve their goals. However, there are many
barriers to effective communication. Please describe five common
barriers to effective communication that managers and leaders
often need to overcome. Evaluate each of the five barrier’s
significance to the communication process. Then, identify an
action that a manager or leader could take to overcome each
barrier.
**************************************
these questions

2. SA 1. (TCOs A and B) Organizational
behavior is an interdisciplinary body of knowledge with strong ties
to several academic disciplines. Please identify three of the four
primary areas.
3. SA 1. (TCOs A and B) OB defines stress in
terms of both work stressors and life stressors. Please identify four
common sources of stress at work.
4. SA 1. (TCOs A and B) Please identify and

6. SA 1. (TCOs A and B) What is the goal in
7. SA 1. (TCOs A and B) Identify the main

organizational behavior, and to what degree do you think an
understanding of it may increase one’s managerial success in the
workplace?
these questions

11 SA 2. (TCO D) Please define self-managing
is responsible for.
12. SA 2. (TCO D) Referring to the team
13. SA 2. (TCO D) There are six methods that

14. SA 2. (TCO D) What is groupthink? Why
can groupthink be detrimental to effective group functioning?
15. SA 2. (TCO D) What factors determine
these questions

18. SA 3. (TCO E) Please define and explain
the difference between functional conflict and dysfunctional
conflict.
19. SA 3. (TCO E) Identify and define four of
flow.

strategies.
22. SA 3. (TCO E) Identify four of the barriers
23. SA 3. (TCO E) Based on the value of

24. SA 3. (TCO E) Define the term channel
these questions

27. SA 4. (TCO E) What is leadership, and how
does it differ from management?
28. SA 4. (TCO E) Define power from an
29. SA 4. (TCO E) There are two forms of
personal power. Select one of the forms. Explain the theory of how
this power comes to be and is used. Then provide an example of a
person who possesses this type of power and how he/she uses it.

30. SA 4. (TCO E) Compare and contrast charismatic
and transformational leadership styles. Provide two characteristics
of each leadership style.
31. SA 4. (TCO E) Differentiate between trait

these questions
34. SA 5. (TCOs F and G) Explain how
35. SA 5. (TCOs F and G) 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.

36. SA 5. (TCOs F and G) Describe and
illustrate with an example an advantage that face-to-face
communication has over written communication. Describe and
illustrate with an example an advantage that written
37. SA 5. (TCOs F and G) Workplace deviance
is costly to both organizations and employees. Victims of
workplace deviance suffer from stress-related conditions,
decreased productivity, and low morale, and are more likely to
leave the organization. How can norms be used to reduce deviant
workplace behavior?

these questions
2. EQ 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 that threatens to shut down
the company in three 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 1's staff meeting. He has 200 employees
working under him. Manager 1 talked about the recent budget
problems that Faxco is having. He said, "It's not like we didn't
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." Manager 1 was

overheard telling an employee, "I don't blame anyone if they are
looking for work elsewhere."
(2) You overheard three employees talking after Manager 1's 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) You attended Manager 2's 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 we're all techies in this
department together and we don't behave that way." He also read
an e-mail from a customer who said that someone from the tech
department was rude. His response was, "All these customers do is
complain. It's 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.
3. EQ 1. (TCO B) What is an attitude? Discuss
the three basic components of an attitude.
4. EQ 1. (TCO B) Discuss and provide
examples of best practices an organization can implement to
leverage diversity in areas such as group management, recruiting,
hiring, retention, and development practices to increase an
organization’s competitive advantage.

5. EQ 1. (TCO B) Just as Judy Garland and Mickey
Rooney cried, "Let's put on a show!" to solve problems in their
1940s movie lives, many businesses cry "Let's build teams!" to
attack problems ranging from low productivity to poor morale,
high costs, and missed deadlines. Likewise, in our Week 3 Case
Study, Building a Coalition, we had a team begin to form to
address problems in the Washington, DC school system. Employee
teams intuitively seem to be a great idea and are certainly a
growing trend.
Use your newfound knowledge of teams and discuss the following
three elements:
(a). Describe the stages of group development. Why is it important
that managers have an understanding of the group development
process? (15 points)

(b). Identify and discuss three group property or team process
elements you feel are most important in building a high performing
team. (15 points)
(c). Identify and discuss at least TWO factors that determine
whether teams are successful. (15 points).
6. EQ 1. (TCO B) Researchers report that heredity
has a strong influence on an individual’s personality. What are the
implications of this in organizational settings?
7. EQ 1. (TCO B) John supervises five employees at
a local manufacturing office and is trying to decide how to
motivate them. The office is rather small and his employees work
an eight hour day with only a 30 minute break for lunch (and they
eat at their desks). He thinks that giving them a monetary bonus or
a raise might be the way to get the group to start producing more.
Discuss why money might not be a motivator to these employees,
and what action could be taken instead to get them motivated.

8. EQ 1. (TCO B) You are the manager of a business
that cleans airliners. You are contracted by airlines to perform
quick cleanups on planes between flights, as well as more
extensive cleanings while planes are parked overnight. The airline
industry is facing financial pressures and these pressures have
trickled down to you. The airlines are having their planes cleaned
less often and, as a result, they are dirtier when they are cleaned. It
also seems like passengers are increasingly likely to leave really
gross stuff behind.

specific steps you could take.
9. EQ 1. (TCO B) Juanita Perez strongly
believes in working for a company which promotes diversity. She
is currently enrolled with you in a graduate program with a major
in human resources management; and, she aspires to become a
Chief Diversity Officer (CDO) in an organization respectful of
differences. You have taken several courses with her; and, you
both have discussed the fact that adult learners want to be involved
and gain more exposure in the operations of the company they
work for. You understand that she is searching for a new job.
Recently, Juanita attended an interview, where she was told that
the company follows policies which focus on organizational
diversity. This was very encouraging; and, she left the interview
with a very positive feeling. Based on what she learned about
selecting the right job early in one’s career, she decided to research
the company’s claims. In addition, she wanted to look back on the
Life Style Inventory data results (LSI) to review her personality

traits and interests before considering taking a job if it was offered
from this company.
Three days later, Juanita received a telephone call from the Human
Resources department offering her the position she interviewed for
the week prior. Based on the research findings she gathered after
her visit to the company, and your understanding of using the LSI
assessment tool for career decisions, please offer Juanita your
recommendation based on the data she shared with you about the
organization she is thinking about joining. She has to respond back
with her decision within 48 hours; and, emailed you for your
constructive analysis of the data and advice. Reflect on the
research findings below, and prepare a detailed email with your
recommendation. Substantiate your argument and be specific to
accept or turn down the job offer. Juanita’s research about the
company includes:
85% percent of the top management positions in the company are
held by men.
She is the only Hispanic, Spanish speaking female in this division.

The workforce is not dominated by any specific ethnic or racial
group.
The employees she talked with during her interview believe that
they are treated equally in spite of differences in performance.
Juanita’s LSI assessment points out positive leadership attributes
and communication skills verbal/written.

these questions
12. EQ 2. (TCO E) You lead a team of marketing
professionals. At a recent team meeting, Curtis and Andrea got into
an argument in front of you and are no longer speaking to each
other. Curtis came to you and complained that Andrea always tries
to get all of the attention. Andrea came to you with that same
complaint about Curtis after the argument. Recently you and your
entire team took the Life Styles Inventory (LSI). Andrea is
Conventional while Curtis is Competitive. Your style is
Humanistic-Encouraging. You plan to hold a meeting with the
three of you. What four specific things will you cover, and how
will you approach each part of the communication differently
based on the LSI results?
13. EQ 2. (TCO E) Mary has accepted a position as
director of a non-profit organization that represents a cause she
deeply believes in. Her pay is $28,000 per year. Her position
allows considerable flexibility, which is critical given her three

school age children and family needs. Additionally, Mary works
with many peers who she respects and her leadership essentially
allows her the freedom to make decisions without too much upper
management review. Mary’s husband Bill works as a Computer
Engineer for a large consulting firm. His pay is $95,000 per year.
Bill’s work requires many late hours and weekends, as well as a
considerable travel demand. This means that Bill misses much of
the children’s growing up experiences and that Mary has to carry
those responsibilities alone. Bill’s peers are extremely competitive
and the nature of the role allows little collaboration. Additionally,
Bill’s boss is extremely aggressive and a micromanager. He and
Bill clash constantly, and the boss has been very antagonistic and
anxious that Bill is “out for his job.” Bill and Mary live in a part of
the country where the median wage for a professional is
approximately $65,000. Mary and Bill’s dinner time conversations
seem to regularly revolve around how dissatisfied they both are
with their careers.
Evaluate reasons why each seems dissatisfied and recommend how
each can work to improve their levels of satisfaction in the
workplace. What are their choices if they cannot resolve their
concerns?

14. EQ 2. (TCO E) Describe the
communications process in detail, including all key parts and their
particular function; as well as movement of the communications.
Provide examples of each part and elaborate on each example.
15. EQ 2. (TCO E) The use of social
networking by professionals in the workplace as a means of
communication is increasing dramatically. Describe how the use of
social networks enhances or reduces productivity at an
organizational level. Discuss how their social and work uses affect
employee attitudes and behaviors.
these questions

18. EQ 3. (TCO E) 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 six to seven
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
United States.

After three months, Richard's 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 can't 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 he's 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.
19. EQ 3. (TCO E) As a manager of people, it is
inevitable that you will have to deal with conflict issues. In our

studies, we have identified the need to resolve conflict when it is
seen to be counter to the organization’s goals, and in some cases,
to stimulate conflict to arrive at organizational goals or increase
performance. Select any two of the nine conflict-resolution
techniques. Explain how each technique could be used to reduce or
eliminate conflict. Provide an example scenario for each. (15
points for each technique with an example scenario.) Select one of
the four conflict-stimulation techniques. Explain how that
technique could be used to improve a group’s performance.
Provide an example scenario. (15 points)
20. EQ 3. (TCO E) In the small town of
Evansville, Indiana, Amberville Textiles was not producing
parachute and military blankets as it did in its height of success
thirty years ago. When Joe Harley, the middle-level manager of the
production department at Amberville was laid off, many
employees who worked under him became apprehensive about
their job security. They were aware of the current trend toward
laying-off employees in the textile industry.

The termination of their manager, combined with the fact that the
plant had performed only moderately well in the last two quarters,
led the employees to believe that they were at a high risk of losing
their jobs as well. Rumors had spread about impending lay-offs
and the human resources manager was just developing the first
formal inter-departmental communication network for managers to
put into place the same week Joe Harley left the organization.
Analyze the current organizational and inter-departmental
structure; then, prepare a clear, concise process-improvement
strategy plan, which you will present in writing to the President
and Human Resources Manager. Include specific examples of
current communication issues and specific suggestions for
improvement. Conclude with two recommendations for how the
inter-departmental communication conflicts could be altered to
improve accurate and timely communication and productivity
within the current workforce.
21. EQ 3. (TCO E) You are the chair of the
newly formed Campus Speaker Committee, a student organization

that selects campus speakers. The funding for speakers selected by
the committee comes from a wealthy, respected alumnus who
wants more controversial speakers to speak to students on campus.
The alumnus gave the school a $50,000 endowment earmarked for
this purpose. However, his endowment is contingent upon
students’ ability to choose speakers without interference from
faculty and administration.
The Campus Speaker Committee has selected Representative
Baker, a Republican member of Congress who is actively involved
in a number of controversial political issues and is an alumnus of
your college. The board of trustees for the college is thrilled with
the choice of a conservative speaker, but many students on campus
have given the announcement a lukewarm reception. Three days
before the speaker’s scheduled visit, an article in the student
newspaper reveals that Representative Baker was a member of a
white supremacist group when he was in college. The article
reports that the white supremacist group still exists, and it lists the
group’s website, which is full of racist statements.
Many students and faculty are now denouncing the Campus
Speaker Committee for inviting such a person. The trustees and the

school’s president downplay the representative’s former
involvement in the group and continue to support his speaking on
campus. The committee now must meet to decide whether or not to
revoke Representative Baker’s invitation to speak on campus.
Please respond to each of the following questions:
Why?
Discuss. Why?

members? Why?
22. EQ 3. (TCO E) William Smith and Julia Morin
met each other during cycling competitions in Brooklyn, New
York two years ago. Each of them worked in specialty bicycle
shops in Manhattan as high-end mechanical technicians. Recently,
they began to ‘dream’ about the possibility of combining the two
shops; then, starting up a third shop in Brooklyn. Their shop
owners loved the idea, but the twenty-five current employees in
each of the downtown Manhattan shops considered the start-up
store in Brooklyn a threat.

these questions
25. EQ 4. (TCOs C and 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.

26. EQ 4. (TCOs C and D) When a team works
together, it has a huge range of skills available that it can utilize to
deliver extraordinary results. Explain how organizations can create
team players.
27. EQ 4. (TCOs C and D) Congratulations!
Your manager just informed you that you’ve been promoted to the
team lead role for a multi-functional, virtual team. The stakes are
high. The deliverables for this team are essential to the
organization’s strategic goals. Most of the team interaction will be
online and your charter is to effectively manage the team, keep
executive management updated on the status of critical milestones,
and maintain a high performing team. Using the Team
Effectiveness Model as a foundation, analyze and prioritize one
solution from each category of the model (context, composition,
and process) that you believe creates the best foundation for your
team’s success. Provide your rationale for your recommended
solutions.

28. EQ 4. (TCOs C and D) The amount of
cohesiveness and diversity found within teams can have both
positive and negative effects upon a team’s performance. Answer
the following.
within diverse teams.
29. EQ 4. (TCOs C and D) Monica was
recently promoted to the manager role for a large function in her
organization that oversees global regulatory compliance for the
company’s products. Her prior department—Customer Complaints
—is just one of the functional groups that provide input for her
new department’s charter. Monica is tasked with revising a set of
complex processes to improve the quality and timeliness of
regulatory reporting, and she has asked you for some
recommendations about team format. Considering the numerous
inputs and outputs of the affected processes, and the global

reporting requirement, should Monica create a cross-functional
team, a problem-solving team, a virtual team, or a hybrid? After
careful analysis, write up your recommended team format and
defend your reasons for the type of team Monica should establish.
30. EQ 4. (TCOs C and D) Managers and
leaders must possess good communication skills in order to be
successful and achieve their goals. However, there are many
barriers to effective communication. Please describe five common
barriers to effective communication that managers and leaders
often need to overcome. Evaluate each of the five barrier’s
significance to the communication process. Then, identify an
action that a manager or leader could take to overcome each
barrier.
**************************************

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.
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. (

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?
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".
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)
**************************************

1.Please identify and briefly explain two of the five dimensions of
national culture. (Points : 10)
2. There are six methods that teams use to make decision
3. Identify and define four of the seven key elements in the
communication process. Give a specific example of a possible
breakdown in a communication flow.(Points : 10)
Differentiate between trait theories of leadership and behavioral
theories of leadership.
5. Describe and illustrate with an example an advantage that face-
to-face communication has over written communication. Describe
and illustrate with an example an advantage that written
6. The amount of cohesiveness and diversity found within teams
can have both positive and negative effects upon a team’s
performance. Answer the following.

within diverse teams
7. The use of social networking by professionals in the workplace
as a means of communication is increasing dramatically. Describe
how the use of social networks enhances or reduces productivity at
an organizational level. Discuss how their social and work uses
affect employee attitudes and behaviors.
TCO B) You are the manager of a business that cleans airliners.
You are contracted by airlines to perform quick cleanups on planes
between flights, as well as more extensive cleanings while planes
are parked overnight. The airline industry is facing financial
pressures and these pressures have trickled down to you. The
airlines are having their planes cleaned less often and, as a result,
they are dirtier when they are cleaned. It also seems like
passengers are increasingly likely to leave really gross stuff
behind.

specific steps you could take. (Points : 45)
Why?
Discuss. Why?
members? Why?
**************************************
MGMT 591 Midterm Exam

1. Question: Consider this story that appeared in the August 11,
1998 Wall Street Journal: Work Hard, Play Hard: Employers use
fun to boost morale
All 25 partners at Certilman, Balin, Adler & Hyman, an East
Meadow, N.Y., law firm, are invited to a free conference-room
lunch every day. Managing partner Bernard Hyman says the
lunches began as a chance to talk business but soon became
anticipated social gatherings. “We tell stories, talk about the
weekend,” he says, “talk about the football game, talk about our
husbands, talk about our wives, talk about our children.”
2. Question: 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:
“When it comes to getting extra money as a reward for hard work
in Broward County government, it pays to work as closely as
possible to county commissioners -- preferably right outside their
office doors. The average bonus given to that elite staff topped the
$5,000 maximum set in the incentive program
3. Question: Organizational Behavior is just common sense and
has little relevance for managers today. Discuss this statement
giving examples to support your answer.

4. Question: 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:
“ . . . nearly half of this year’s top B-school graduates turned down
their highest-paying job offer, preferring to work for companies
that offered room for personal growth or had a more appealing
corporate culture.” (p. 8)
**************************************
MGMT 591 Organization Cultural Inventory (OCI Profile) (2
Papers)
Identify and describe the cultural aspect d to act to “fit in?”s that
management cites as important and contrast them to the cultural
attributes that employees report as being expected. How do
employees believe they are expecte
The management team claims that they value a cooperative and
constructive culture. According to the results of the survey
conducted by the.
What are the most significant gaps between management and staff?

The most significant gaps are in the management’s and staff’s
perceptions of the organization’s culture and the behaviors
encouraged within the
What observations can you make on the differences between
Conglomerate Inc.’s preferred culture and “ideal” culture presented
by HSI?
The ideal culture described by management is opposite to the
culture perceived by the employees. While management wishes
**************************************
MGMT 591 The Forgotten Group Member Case Study
MGMT 591 The Forgotten Group Member Case Study
**************************************
MGMT 591 Week 1to 7 All Discussion Question
Week 1 DQ 1: Rules for High Performance Organizations
(Graded)

This week our text discusses the definition of organizational
behavior and in particular its applied focus and our lecture focus
on high performance organizations (HPOs). Right at the
intersection of those would be the “Ten Golden Rules of High
Performance” listed below. What do you think should be added to
the list? Is there anything on the list that you disagree with? Please
support your opinion with evidence from our readings and also
from your own work and life experience. Please also remember to
respond to your classmates’ posts to stimulate further discussion.
Week 1 DQ 2 : Satisfied Workers (Graded)
Our second Graded discussion question this week comes primarily
from Chapter 3 in the textbook. Assume you are new to your job
and on the first day you have a conversation with your boss, who
says, “Satisfied workers are productive workers.” Do you agree
with her statement? Why? Why not? Please support your opinion
with evidence from our readings. Please also remember to respond
to your classmates’ posts to stimulate further discussion.
Week 2
Week 2 DQ 1 : Performance Mgmt, Diversity, & Motivation
(Graded)
Please consult the course Webliography, listen to the WBUR radio
article “Introspection After Allegation of Discrimination,” and read
the summary. The discussion is rich in references to many of our

current topics and touches on some that we will cover in more
depth later. These include diversity, cultural influences on
behavior, and managing across cultures, and specifically touch on
performance management and motivation.
Week 2 DQ 2 : Room to Read – Motivational Theory (Graded)
Chapter 5 (p 110) “Ethics in OB” features an ethical scenario
where an employee finds confidential papers on a photocopier. Of
course, she reviews the papers and notes they are full of
information on performance evaluations, pay and bonuses.
Week 3
Week 3 DQ 1
What Constitutes a Team? (Graded)
Focusing on the material related to team building, compare and
contrast this MGMT591 session with a team that you are familiar
with. In what aspects does the class resemble a team? Are there
parallels between the stages of team development and the
progression of our class? What type of team formation is going on
in this classroom? Does the notion of social loafing apply to our
class in any respect?
Please be specific in your examples, and support your opinion with
evidence from the text.
Week 3 DQ 2

A Lesson in Team Building (Graded)
“Help! I have just been assigned to head a new product design
team at my company. The division manager has high expectations
for the team and for myself, but I have been a technical design
engineer for 4 years since graduating from college. I have never
managed anyone, let alone led a team. The manager keeps talking
about her confidence that I will be very good at creating lots of
teamwork. Does anyone out there have any tips to help me master
this challenge? Help!” You immediately start to formulate your
recommendations. What are the three key things you will advise
her to do, and why those three first?
Week 4 DQ 1 : Conflict and Negotiation (Graded)
Research on the Internet (and provide the reference) a recent
situation where a fundamental conflict or disagreement occurred
within a group setting. How was the conflict resolved (if at all)?
What resolution methods were used in order to resolve the issue?
Learning from the conflict resolution methods presented this week,
what methods would you have implemented and used in this
situation and why?
Week 4 DQ 2 : Organizational Communication (Graded)
It seems common in many of today’s workplaces that people don’t
actually talk to one another frequently. We rely on e-mail or the
even less rich communication channel of text messaging. The
benefits of moving lots of information quickly around an
organization and between individuals are real. However, people

can too frequently hide behind their computers and send messages
electronically that they might otherwise censor or rethink in face-
to-face communication. What approaches would you recommend
or implement as a new manager taking over an organization to
improve communications without abandoning the use of e-mail?
Week 5
Week 5 DQ 1 :Power and Influence (Graded)
From the Cairo Review of Foreign Affairs (read the Cairo
Review), we read about Nelson Mandela's use of power for the
greater good. Using the text's discussion of power and influence as
a backdrop, analyze Mandela's power from multiple perspectives,
and assess how his use of power changed the perspective of a
nation.
Week 5 DQ 2 :Leadership (Graded)
Read the following Harvard Business Review interview of Howard
Schultz, CEO of Starbucks, regarding his leadership principles and
vision regarding the turnaround strategy of Starbucks.
What leadership principles did Schultz display in applying his
personal beliefs and values in transforming the organizational

culture at Starbucks? What are Schultz's views regarding the
championing of innovative practices within an organization?
Week 6
Week 6 DQ 1 : Organizational Culture Inventory (Graded)
Using the OCI instrument online, and the cultural change
background information on Conglomerate, Inc. provided in Doc
Sharing, we will be identifying and prioritizing cultural attributes
and also identifying areas for change. (Note: The Cultural Change
Situation can be downloaded from Doc Sharing.)
• Review Profiles 1a (workforce results) and 1b (senior
leadership team’s ideal state) closely.
o Identify and describe the cultural aspects that management
cites as important and contrast them to the cultural attributes that
employees report as being expected. How do employees believe
they are expected to act to “fit in?”
o What are the most significant gaps between management
and staff?

o What observations can you make on the differences
between Conglomerate Inc.’s preferred culture and “ideal” culture
presented by HSI?
• Once we’ve identified and discussed the gaps, I’ll cue
everyone to move onto the review of the suggested change
initiatives and onto observations around your own OCI results.
Week 6 DQ 2 :Resistance to Change (Graded)
When Jorge Maldonado became general manager of the local civic
recreation center, he realized that many changes would be
necessary to make the facility a true community resource. Having
the benefit of a new bond issue, the center had the funds for new
equipment and expanded programming. All he needed to do now
was get the staff committed to the new initiatives. Unfortunately,
his efforts have been met with considerable resistance to change. A
typical staff comment is, “Why do we need all these extras?
Everything is fine as it is.” How can Jorge deal with the
employees’ resistance to change, to enable him to move the change
process along?
Week 7

Week 7 DQ 1 Thread :Organizational Design Preference (Graded)
Our text takes us through a thorough review of various
organizational design structures; let's investigate our own
organizational design preferences.
Describe your current or most recent employer's organizational
design (mechanistic, organic, hybrid). Is the structure consistent
with the company goals?
If you had the opportunity to redesign your current organization
where you are employed, would you maintain its current structure
or change it to another model? What would that model be and
why?
Week 7 DQ 2
Empowering Teams: Fact Versus Fiction (Graded)
Over the last 3 weeks, we have focused very much on leadership,
power, organizational culture, and organizational change. Our case
study for the week is a great synthesis piece that addresses all of
these topics through a detailed study of firm's attempted move to
team-based management.
The article is Diagnosing Whether an Organization Is Truly Ready
to Empower Work Teams: A Case Study. By: Bergmann, Thomas
J.; De Meuse, Kenneth P., Human Resource Planning, 1996, Vol.
19 Issue 1, p. 38–47.

As you read through the report, pay close attention to the
discussion about Harley-Davidson and Shelby Die Casting, and
their eventual conclusions about how to manage resistance to
change. Also, keep in mind our OCI material from Week 6 and
think about the process from a cultural change perspective. And of
course, pay close attention to the lessons for top management
presented at the end.
**************************************
MGMT 591 Week 2 Course Project Proposal (2 Projects
Komatsu and Veterinary Center)
Project 1: Veterinary Center of America
Project 2: Komatsu America Corporation
Brief Proposal of Research (Due This Week)
Your individual Brief Proposal of Research is due this week.

Submit a written Brief Proposal of Research containing the
following:
1.a brief overview of the chosen organization and your role in it;
2.a brief narrative description of the organizational problem that
you would like to research and resolve;
3.a preliminary problem statement in the form of a researchable
question; and
4.which TCO or textbook topic your problem is related to.
This Course Project is NOT a team effort. Review the MGMT591
Course Project Paper Organization Guide located in Doc Sharing.
Your Brief Proposal of Research is due this week.
**************************************
MGMT 591 Week 2 LSI Paper (Life Inventory Style) (2 Papers)

This Tutorial contains 2 Papers
Your Assignment:
Complete (on your own) the LSI according to the procedure
outlined here, so that you end up with your "Life Styles
Circumplex" profile: 12 "personal thinking style" scores, one score
for each section of the circumplex.
Write a 3–5 page paper examining and explaining your LSI results.
There are more details in the table below.
LSI Style Interpretations:Go to the LSI1 Results page, find your
circumplex profile, and click on the circumplex "slice" of one of
the styles. The site will bring you to a customized interpretation of
the style you clicked on. Click on each of the 12 "slices" to see all
of the customized style description pages.
**************************************
MGMT 591 Week 5 Expanded Research (2 Projects Komatsu
and Veterinary Center)

Project 1: Veterinary Center of America
Project 2: Komatsu America Corporation
Expanded Research Proposal
Your Expanded Research Proposal is due this week. Refer to the
Course Project content item under Course Home for the guidelines
and grading rubrics.
**************************************
MGMT 591 Week 7 Course Project (Komatsu America
Corporation)
Topic Selection
1. Select a specific organization of interest to you and identify
a problem at the firm related to organizational behavior (OB).
2. Think of yourself as an organizational consultant and
assume that a key manager has requested a thorough analysis and

recommended course of action to resolve an actual organizational
problem that will make a difference to the future performance of
the organization.
3. Identify which of our TCOs or specific topics in the
syllabus are related to the problem you identify.
Research Sources
1. All papers must have a minimum of six scholarly sources
cited within the text of the paper and identified in the references
section.
2. Additional research sources can be attached in a
bibliography.
3. Review the following document for instructions on how to
access and use EBSCOhost for your research: EBSCOhost.
Paper Format
1. All papers should be single sided, double-spaced, using a
11- or 12-point font.

2. Length of the paper to be between 10 and 12 pages, not
counting cover page and appendices.
3. The first page should include the title of the work, student
name, address, telephone and e-mail address, course number, date,
and instructor name.
4. Follow APA style for general format and citations.
5. Paper sections must adhere to the guidelines below and
each section must be labeled in the text.
6. Language should be clear, concise, and precise.
7. Tone should be professional, consistent, and not filled with
jargon.
8. Grammar and syntax (sentence structure) must be correct.
9. Report must be free of misspellings and typos.

Tables and Figures
1. All figures and tables must be referred to in your text
before they appear on the page.
1. Figures and tables should appear on the same page as or the
page after the text that refers to them.
2. All figures and tables need captions. Captions go below
figures and above tables.
Quotations and Citations
1. Quotations and citations are crucial components of a
research paper and must be present.
2. Failure to properly cite research sources and borrowed
ideas is plagiarism.
3. Refer to APA style guide for assistance with properly citing
quoted and/or borrowed materials and ideas.
Milestones

Back to Top
WEEK ACTION REQUIRED
1 Familiarize yourself with course content and select an
organization and problem area to research.
2 Submit written Brief Proposal of Research containing the
following:
1. A brief overview of the chosen organization and your role
in it
2. Preliminary problem statement in the form of a
researchable question
3. A brief narrative description of the organizational problem
that you would like to research and resolve
4. Which TCO or textbook topic your problem is related to

3 Conduct library research on your topic.
1. Identify a minimum of six scholarly resources for your
project.
2. All resources for the paper must come from the DeVry
library and must be of scholarly quality.
3. Use the librarians for assistance in accessing materials.
4. Review the "using EBSCO" tutorial.
Please Note: Articles found online (many on consulting company
websites, Internet magazines, or other blogs) will not be
considered an acceptable scholarly resource. Conduct your
research through a library where you can be assured that the
sources are of scholarly quality.
4 Submit written Expanded Research Proposal containing the
following:
1. Documentation of at least three initial scholarly sources
from the library

2. Expanded introduction to the organization
3. Expanded description of your chosen problem
4. Preliminary solution options (bulleted)
5. Preliminary analysis of leadership and organizational
behavior concepts addressed in the paper
5–7 Continue to work on class project; seek instructor help as
required.
7 Submit completed project.
**************************************
MGMT 591 Week 7 Course Project (Marcelos Care Home)
Topic Selection

1. Select a specific organization of interest to you and identify
a problem at the firm related to organizational behavior (OB).
2. Think of yourself as an organizational consultant and
assume that a key manager has requested a thorough analysis and
recommended course of action to resolve an actual organizational
problem that will make a difference to the future performance of
the organization.
3. Identify which of our TCOs or specific topics in the
syllabus are related to the problem you identify.
Research Sources
1. All papers must have a minimum of six scholarly sources
cited within the text of the paper and identified in the references
section.
2. Additional research sources can be attached in a
bibliography.
3. Review the following document for instructions on how to
access and use EBSCOhost for your research: EBSCOhost.

Paper Format
1. All papers should be single sided, double-spaced, using a
11- or 12-point font.
2. Length of the paper to be between 10 and 12 pages, not
counting cover page and appendices.
3. The first page should include the title of the work, student
name, address, telephone and e-mail address, course number, date,
and instructor name.
4. Follow APA style for general format and citations.
5. Paper sections must adhere to the guidelines below and
each section must be labeled in the text.
6. Language should be clear, concise, and precise.
7. Tone should be professional, consistent, and not filled with
jargon.
8. Grammar and syntax (sentence structure) must be correct.

9. Report must be free of misspellings and typos.
Tables and Figures
1. All figures and tables must be referred to in your text
before they appear on the page.
1. Figures and tables should appear on the same page as or the
page after the text that refers to them.
2. All figures and tables need captions. Captions go below
figures and above tables.
Quotations and Citations
1. Quotations and citations are crucial components of a
research paper and must be present.
2. Failure to properly cite research sources and borrowed
ideas is plagiarism.

MGMT 591 Inspiring Innovation / tutorialrank.com

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