devry mgmt 591 week 1 to 7 all discussion question new,mgmt 591 week 1,devry mgmt 591 week 1 tutorial,devry mgmt 591 week 1 assignment,devry mgmt 591 week 1 help

1. DEVRY MGMT 591 Week 1to 7 All Discussion Question NEW
Check this A+ tutorial guideline at
http://www.assignmentcloud.com/mgmt-591-
devry/mgmt-591-week-1to-7-all-discussion-question-new
For more classes visit
http://www.assignmentcloud.com
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

2. 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

3. 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?

4. 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)

5. 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.)

6. • 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?

7. 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

8. 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.