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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)
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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)
===============================================
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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
briefly explain two of the five dimensions of national culture.
5. SA 1. (TCOs A and B) What is organizational
learning? Why is it important for firms to emphasize organizational
learning?
6. SA 1. (TCOs A and B) 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.
7. SA 1. (TCOs A and B) 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.

8. SA 1. (TCOs A and B) What is 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
questions
11 SA 2. (TCO D) Please define self-managing
teams and identify three of the five tasks a true self-managing team is
responsible for.
12. SA 2. (TCO D) Referring to the team decision
making process, define consensus and unanimity, and explain the
difference between the two.
13. SA 2. (TCO D) There are six methods that
teams use to make decisions. Identify and define three of the six.

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
whether teams are successful? Please briefly describe each factor.
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 the
seven key elements in the communication process. Give a specific
example of a possible breakdown in a communication flow.
20. SA 3. (TCO E) Please identify and give
examples of four of the five direct conflict management strategies.

21. SA 3. (TCO E) Please identify and give
examples of four of the five indirect conflict management strategies.
22. SA 3. (TCO E) Identify four of the barriers to
effective communication and give an example of each.
23. SA 3. (TCO E) 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.
24. SA 3. (TCO E) 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.

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
organizational behavior perspective. What is the difference between
power and influence?
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
theories of leadership and behavioral theories of leadership. Describe
each and give an example of each type of leadership.
questions
34. SA 5. (TCOs F and G) Explain how
interpersonal conflict occurs, and give two examples of substantive
conflict and two examples of emotional interpersonal conflict.
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?
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.

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.
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.

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.
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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)
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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 communication
has over face-to-face communication.
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.
(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
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.
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. (Points : 45)
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? (
===============================================
MGMT 591 Midterm Exam

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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)
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MGMT 591 Organization Cultural Inventory (OCI Profile) (2
Papers)
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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?”
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
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MGMT 591 The Forgotten Group Member Case
Study
===============================================

MGMT 591 Week 1to 7 All Discussion Question
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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)
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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)
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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
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MGMT 591 Week 5 Expanded Research (2 Projects Komatsu
and Veterinary Center)

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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
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MGMT 591 Week 7 Course Project (Komatsu America
Corporation)
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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.
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MGMT 591 Week 7 Course Project (Marcelos Care Home)
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Topic Selection
organization.
Research Sources
Paper Format
or 12-point font.

jargon.
Tables and Figures
plagiarism.

Milestones
Back to Top
following:
question
project.

quality.
following:
the library
required.
===============================================
MGMT 591 Week 7 Course Project (Spirit Airlines)
www.newtonhelp.com
Topic Selection

organization.
Research Sources
Paper Format
or 12-point font.

jargon.
Tables and Figures
plagiarism.
Milestones
Back to Top
following:

question
project.
quality.
following:
the library

required.
===============================================
MGMT 591 Week 7 Course Project (Veterinary Centers of
America)
www.newtonhelp.com
Topic Selection
organization.
Research Sources

Paper Format
or 12-point font.
jargon.
Tables and Figures

plagiarism.
Milestones
Back to Top
following:
question
project.

quality.
following:
the library
required.

MGMT 591 Something Great/newtonhelp.com

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