Mgmt 591 entire course leadership and organization behavior keller

1. MGMT 591 Entire Course
Leadership and Organization
Behavior Keller
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MGMT 591 Entire Course Leadership and Organization Behavior Keller
MGMT 591 Building a Coalition Case 3-10 Pages Keller
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

2. 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.
The first step in building a successful is to pick out members who are inspired to
demonstrate and exhibit their skills. Each member must have a strong interest in
ensuring that the overall objectives of the team are met successfully, which makes
them accountable and responsible for their own output in terms of the team’s general
performance. It is also vital to…
MGMT 591 The Forgotten Group Member Case Study Keller
Two courses of action that can be taken to resolve the problems in Christine’s group
include adjusting the group meeting schedules to a time when Mike would be available
or making Mike feel involved by communicating the group’s discussions with him and
asking for his feedback via email.
With the first option, Christine could have asked Mike for his available schedule when
he reacted negatively to the morning schedule. Christine could have also suggested
holding the meeting during lunch breaks, as everyone would surely be free at this
time. Having lunch together would also enable the group to bond. Alternatively…
MGMT 591 LSI Styles Profile Keller
The raw and percentile scores in the table below and the extensions on the circumplex
shown below depict your perceptions of how you think and behave.
The CONSTRUCTIVE Styles (11, 12, 1, and 2 o’clock positions) reflect self-enhancing
thinking and behavior that contribute to one’s level of satisfaction, ability to develop

3. healthy relationships and work effectively with people, and proficiency at
accomplishing tasks.
The PASSIVE/DEFENSIVE Styles (3, 4, 5, and 6 o’clock positions) represent self-
protecting thinking and behavior that promote the fulfillment of security needs through
interaction with people.
The AGGRESSIVE/DEFENSIVE Styles (7, 8, 9, and 10 o’clock positions) reflect self-
promoting thinking and behavior used to maintain status/position and
fulfill security needs through task-related activities.
MGMT 591 OCI Profiles Keller
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 Project Leadership & Organization Behavior SSA Keller
Topic Selection
1. Select a specificorganization 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

4. 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.
MGMT 591 Project Proposal SSA
…To address these problems, this paper will investigate ways in which organizational
behavior can be improved and sustained through the proper implementation of a
rewards system. In the same regard, this paper will discuss how learning from TCO “A”
can be applied to the problem posed in this paper. In particular, TCO “A” focuses on
the differences that people make in an organization’s performance, as well as an
assessment of how organizational behavior…
MGMT 591 Project Outline SSA
The Hawthorne studies, which were conducted by Mayo and his colleagues (Latham,
2006), showed that worker motivation, satisfaction, and productivity were interrelated.
Likewise, Viteles (Latham, 2006) suggested that motivation and employee performance
were related in high levels of productivity resulted from positive attitudes.
Furthermore, in a study conducted by Campbell (2007), it was found that goal setting,
extrinsic…
MGMT 591 Final Project SSA
…A common element in many of these theories of motivation is the use of rewards as a
motivating factor. For example, in the Hierarchy of Needs Theory, the fulfillment of the
higher order needs for esteem and self-actualization can be considered intrinsic rewards
just as the fulfillment of the Growth Needs is in the ERG theory and the fulfillment of
the need for achievement and the need for power in the Acquired Needs theory are also
considered intrinsic rewards.
In the Two Factor Theory, rewards and recognition are considered as promoting job
satisfaction, which in turn results in employee motivation. On the other hand…
MGMT591 Manela and Nordisk Case Study Week 3 Keller
1. From the Finding the Leader in you highlight on page 272 in the text, we read
about Nelson Mandela’s use of power for the greater good. Using the books’
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.

5. 2. Chapter 13 presents us with a wide array of leadership perspectives and
theories. In order to synthesize the information, it is best to look at a real-life
situation and compare and contrast two companies and their leadership styles. Case
14 on page W-123 in the OB Skills workbook at the back of our text is on Novo
Nordisk. Please read the case and….
President Nelson Mandela used position power or legitimate power to control the
people. This refers to his hierarchical authority, which compelled his followers or his
people to conform to him. Because Mandela was well respected by his people,
especially by the blacks, his example of supporting the rugby team, which was
representative of the whites, influenced the blacks and the whites by showing them that
unity was possible between…
MGMT 591 Case Study Work Team Empowerment Week 7 Keller
Diagnosing Whether an Organization Is Truly Ready to Empower Work Teams: A Case
Study
1. Assess the process from the model for planned change presented beginning on
page 353 in the text.
2. What did the company do right?
One of the things that the company did right is the termination of the executives who
resisted the change. This was the right decision because the change towards team
empowerment wouldn’t be effectively implemented if management…
1. What more might have been done to prepare for the change?
To prepare for the change, I think they could have tried harder to communicate the
purpose and objectives for the change, as this will lead all of the organizational
members to have a better understanding and appreciation for the change, which in turn
will also reduce….
2. What are your thoughts on Harley-Davidson’s resolution for resistance to
change?
I thought that it was a brave move for Harley Davidson to terminate their executives
and place their confidence and trust on the employees when it comes to…
1. Do you support the conclusions of the management team? Why or why not?
I support their conclusions on their chosen solution to manage the resistance to
change. The executives’…
3. Share with the class what you found most interesting about the article and why.

6. I found it interesting that senior management (Harley Davidson and Shelby Die
Casting) would be willing to let go of the executives…
1. Compare and contrast the case study’s findings with our discussions and the
information from our text.
Consistent with our discussions, the findings of the study showed the importance of
senior management’s support in ensuring the successful implementation of an
organizational change. It also…
MGMT 591 Ten Golden Rules of High Performance
1. Hire by committee – make sure recruits talk to their future colleagues
2. Cater to every need – make it easy, not hard, for people to perform
3. Pack them in – put people to work close to one another
4. Make coordination easy – use technology to keep people talking
together
5. Eat your own dog food – make use of the company products
6. Encourage creativity – allow freedom to come up with new ideas
7. Strive for consensus – remember that “many are better than few
8. Don’t be evil – live tolerance and respect
9. Data-driven decisions – do the analysis and stay on track
10. Communicate effectively – hold many stay-in-touch meetings
MGMT 591 Discussions Week 1-7 Posted by ALL Students 566 Pages Keller
MGMT 591 Rules for High Performance Discussions 1 Week 1 Posted by All
Students 57 Pages Keller
Is there a danger in over communicating? Can a leader over communicate to the point
that people start tuning them out? There is an old saying: What is right is not always
popular, and what is popular is not always right. With this in mind, I’m wondering: what
are your thoughts on consensus? Are there times when a leader must act without
consensus? If so, what about the risks that comes with such a maneuver? Each
workplace is unique. Do you think that there are certain items which would be needed
in your workplace in particular, that are not on the list?…
MGMT 591 Satisfied Workers 591 Discussions 2 Week 1 Posted by All Students
41 Pages Keller

7. 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? Can you think of a situation where employees might be
very satisfied, and very unproductive? What exactly does it mean to be “satisfied” at
one’s job? What are some of the core things that you think are needed for one to feel
“satisfied” with their job? Where do we draw the line in creating a “satisfied”
workforce, and creating a workforce that is simply “out of control and turning the office
into a fun house”?…
MGMT 591 Performance Mgmt, Diversity, & Motivation Discussions 1 Week 2
Posted by All Students 44 Pages Keller
How do the new practices at Sodexho align with the essentials of performance
management? How is Sodexho using social networking to its advantage? What are
some potential problems that can arise from organizations using money as the primary
means of motivating their employees? Do you have any examples of the problems that
can arise? What is cultural stereotyping? “What assumptions and stereotypes might
people start making about me?” Do you like these assumptions? If not, are there things
you might change about yourself in order to combat any assumptions that you do not
like? Has anyone heard of a concept called the “emotional bank account”?…
MGMT 591 Room to Read Motivational Theory Discussions 2 Week 2 Posted by
All Students 43 Pages Keller
“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. Using the motivational
theories studied, how would you explain what motivates the employee? Explain in-
depth what you would do if you were that employee? Please briefly state what
Maslow’s hierarchy of needs is about. Passion is an interesting topic when it comes to
motivation. Specifically, it gets interesting when we look at the subject of how to
motivate people who are NOT passionate about their job. Let’s face it, some jobs are a
bit difficult to get passionate about – such as working in a noisy restaurant or working
as a toll collector on a bridge. What techniques can we use to motivate employees in
positions that do not arouse much passion? We’ve probably all had horrible managers
at some point in the past. Have you ever had a manager that was so bad, you found
yourself actually demotivated by them? Specifically, what was it about him or her that
caused you to loose motivation?…

8. MGMT 591 What Constitutes Team Discussions 1 Week 3 Posted by All
Students 47 Pages Keller
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? Psychologists have noticed that there are four stages of group
behavior/performance. They have identified these stages as the forming, storming,
norming, and performing stages. What are these stages about? If you would, please
briefly describe them here. Do you agree with this 4 stage theory on group dynamics?
Specifically, do you have any examples where you have seen these 4 stages at play,
perhaps in the workplace or in your private life when meeting new friends, etc.? What
exactly is social loafing? Have you seen this happen in your workplace? Have you ever
actually managed a team where you noticed social loafing going on? What “diffusion of
responsibility” is? Have you seen diffusion of responsibility happen in your workplace?…
MGMT 591 A Lesson in Team Building Discussions 2 Week 3 Posted by All
Students 36 Pages Keller
Is there a difference between a leader and a manager? If so, what do you think the
difference is? Are there situations where it is best to have a leader running the show?
Are there situations where it is better to have a manager in control rather than a
leader? What examples might you have? It has me wondering – to what extent can
someone be taught to be a leader? We all know that someone can be taught to drive.
But that said, there are good drivers and bad drivers, even though they may have been
taught the exact same things in driving school. With that in mind, to what extent can
leadership be taught? When picking someone to build a team, would you want to pick a
“manager” or a “leader” for this task? Is it possible for someone to be a great leader
yet a terrible manager? Is it possible for someone to be a great manager and a terrible
leader? Can you cite any examples from your personal experience?
“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 four 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?…

9. MGMT 591 Conflict and Negotiations Discussions 1 Week 4 Posted by All
Students 56 Pages Keller
Can you provide an example from your personal or professional life, of where you used
this strategy? How did it work out? I’m wondering – at your current place of
employment (or at a previous place of employment if you’re not working at the
moment), which of the 5 conflict management techniques did your supervisor use most
often? Were they picking a good choice in retrospect? Were they able to properly use
the technique they chose? Please critique their choice and use of the conflict
management technique they would most often use. Have you ever had a conflict erupt
with someone on email? How about in a chat room or through text message? What
ideas do you have for managing remote conflicts with people we must work with? The
opening readings for Chapter 10 on “Eduardo Saverin: You’re Out” have many different
types of conflict and negation scenarios that are noted between Mark Zuckerberg and
Eduardo Saverin in their conflict for control of Facebook. What direct and indirect
conflict management techniques did these players employ? Drawing examples from
your own work and personal experience, what conflict resolution strategies have you
employed? Which ones have you seen be successful? What are the effects of
unaddressed conflict?…
MGMT 591 Organizational Communications Discussions 2 Week 4 Posted by
All Students 40 Pages Keller
What exactly is “active listening”? Can you describe a situation you have experienced,
where you saw active listening being used? What was the result? Let’s expand the size
of our hypothetical organization however. Suppose it is not 10 or 50 employees. Rather
it has 1,000 employees or even more. Is an informal communication design still a good
idea? Are organizations forced into formal channels of communication as they grow? If
so, why? Taking it a step further, do you think we’re also at an increased risk for legal
problems among employees and the organization? Are there unique situations where
you think that face to face communication is definitely the way to go when getting a
message out in the workplace? Conversely, what situations can you think of where
electronic communication is definitely the way to go?
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 re-think in face-to-face communication. What approaches would
you recommendimplement as a new manager taking over an organization to improve
communications without abandoning the use of e-mail?…

10.
MGMT 591 Power and Influence Discussions 1 Week 5 Posted by All Students
40 Pages Keller
What is the difference between position power and personal power? Can you provide an
example to illustrate the difference? What flaws do you see in the leadership style of
your current manager? Remember, it’s not just good leaders we can learn from. Often
we can learn more by looking at bad leaders and asking “what were they
doing wrong?”. What words of advice would you have for your current manager in
order to help them improve their leadership abilities?
From the “Finding the Leader in you” highlight on page 272 in the text, we read about
Nelson Mandela’s use of power for the greater good. Using the books’ 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…
MGMT 591 Leadership Discussions 2 Week 5 Posted by All Students 34 Pages
Keller
What leadership style dominates at Novo Nordisk? Cite examples from the case and
specific information from the text to support your opinion. How doe Novo Nordisk’s
leadership influence its organizational design and shape its competitive strategy?
Do you agree with this comparison of leaders vs followers?
Leaders vs. Followers
When leaders make a mistake, they say, “I was wrong.”
When followers make mistakes, they say, “It wasn’t my fault.”
A leader works harder than a follower and has more time;
A follower is always “too busy” to do what is necessary.
A leader goes through a problem;
A follower goes around it and never gets past it.
A leader makes and keeps commitments;
A follower makes and forgets promises.
A leader says, “I’m good, but not as good as I ought to be;”
A follower says, “I’m not as bad as a lot of other people.”
Leaders listen;
Followers just wait until it’s their turn to talk.
Leaders respect those who are superior to them and tries to learn something from
them;
Followers resent those who are superior to them and try to find chinks in their armor.

11. Leaders feel responsible for more than their job;
Followers say, “I only work here.”
A leader says, “There ought to be a better way to do this;”
Followers say, “That’s the way it’s always been done here.”
What makes someone a good follower? Is a good follower someone who blindly follows
orders at all times? Is a good follower someone who constantly challenges the leader’s
ideas? Do you think you are a good follower? What characteristics might you want to
change in yourself in order to be a better follower?…
MGMT 591 Organizational Culture Inventory Discussions 1 Week 6 Posted by
All Students 33 Pages Keller
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.
 Review Profiles 1a (workforce results) and 1b (senior leadership team’s ideal
state) closely.
 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?”
 What are the most significant gaps between management and staff?
 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.
Suppose you were the top manager at your organization. What changes would you
make, if any, based on the OCI results you have seen for your organization? How
much pressure do you think exists at your organization, for people to fit into the
cultural norms at the organization? Think carefully before answering this, Sometimes
pressure can be outwardly very heavy. Other times it can be subtle but very strong.
What do you think? How strong are the cultural norms? How much pressure is on
employees to conform to these cultural norms? Would it be a big breach of etiquette to
violate the established norms?…
MGMT 591 Resistance to Change Discussions 2 Week 6 Posted by All Students
31 Pages Keller

12. 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? What is
escalation of commitment? How does one get buy in? Getting buy in is sometimes
VERY difficult if not impossible without a plan of action. So let’s take this conversation
from a “worst case scenario” perspective. Assuming you are a new CEO entering a
company with an entrenched culture that has REFUSED to change with several past
leaders, what would you do? Might employers sometimes want to prompt turnover at
times, by introducing change as a way of getting the turnover?
It is certainly a sneaky and underhanded strategy. Have you ever seen it used by
management in the organization where you work?…
MGMT 591 Organizational Design Preference Discussions 1 Week 7 Posted by
All Students 32 Pages Keller
Describe your current or most recent employer’s organizational design (mechanistic,
organic, hybrid). Is the structure consistent with the company goals? What are the
advantages and disadvantages of the org designs you chose? What is your opinion of
your organization’s design? Do you think it is the most effective design for your
particular workplace? From an organizational design perspective, what changes would
you recommend if you had the power to alter the current design? When an
organization is small (10 employees for example), an informal design tends to be
convenient and practical very often. However, suppose it is not 10 or even 50
employees. Rather it has 1,000 employees or even more. Is informal design still a good
idea? Have you ever worked for a company where the very structure of the organization
was a hindrance to its mission? If you were the manager of the organization, what
changes would you have made?…
MGMT 591 Empowering Teams Discussions 2 Week 7 Posted by All Students
32 Pages Keller
Over the last three 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…. Have you ever seen a workplace

13. situation where 1 person was dragging down an entire department because of their
negative energy? Ever been at a meeting with a nay sayer among the ranks? This is the
person who is just waiting to shoot down any idea that comes along at a team meeting
– they are chronically dissatisfied with any and all suggestions. How do we deal with
these people? Debate is absolutely essential and healthy in most situations. However,
simply shooting down someone’s idea without offering something as al alternative –
well, that’s a bit lame isn’t it? Assuming you are a new CEO entering a company with an
entrenched culture that has REFUSED to change with several past leaders, what would
you do?…
MGMT 591 Final Exam Leadership & Organization Behavior Keller
(TCO F) Eagle Standard A Inc. (ESI) a major engineering firm specialized in
designing aircraft parts for government contracts. ESI employees project
managers and 42 engineers who are divided into project group of 6-7
members. The majority of project team leaders have spent time in France and
Britain learning new technology. The Eagle 6 project team consisting of 6
engineers is developing new equipment for a jet fighter. The project has been
ongoing for 18 months and all 6 engineers have been with this project group
since its inception working together on all 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
Chanick interviewed and hired a new engineer to help out Richard Hue. Rich
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 member felt Richard flouts his education and knowledge
and none of them like him in fact can’t stand him.
Bruce told Tim that Richard thinks that the rest of the team are slackers who
talk about bowling and sport instead of working Richard thinks he is disliked

14. 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 our response. (Points: 45)
Two conflict management methods that Bruce can use are force and collaboration. As
the team lead, Bruce can create opportunities that will allow the engineers to work in a
more collaborative environment. For example, he can assign some engineers to pair up
with Richard on a particular project task and Richard can be paired with different
engineers for…
(TCO B) Faxco Incorporated is a business with 500 employees. The CEO of the
company has recently learned based on employee surveys. That the employees
are not very happy with the company in fact the CEO is starting to believe that
this may be the reason why Faxco is experiencing slower sales and a recent
budget crisis which threatens to shut down the company in 3 years if it is not
fixed.
You are a consultant and the CEO has asked you to visit the company for a
week and analyze what might be going wrong. Here is your notes form the
week (1) Attended manager 1’s staff meeting. He has 200 employees working
under him Manager 1 talking 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 competitor and half the time. I think
the manufacturing department is cutting corners. Overheard manager 1 tells
an employee. I don’t blame anyone if they are looking for work elsewhere.
(2) Overhead three employees talking after Manager 1’s staff meeting
Employees are upset about the idea that the manufacturing department is
cutting corners and creating junky products. The company advertises its
products as having the finest quality and durability.
(3) Attended Manger 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 customers do is
complain. It us versus them apparently so we have to watch out. In light of

15. what you learned in MGMT 591 about Diversity job satisfaction and attitudes
please write up a neatly organized analysis for the CEO. (Points: 45)
The attitudes of the employees affect their behavior, which in turn affects their job
performance and the company’s productivity level. In particular, their attitudes are
influenced by their belief that the company is making poor quality products. This is
particularly true for the employees under Manager 1. On the other hand, the employees
under Manager…
(TCO E, F) Neff Incorporated is a small business with 100 employees and 4
managers.
Susan and Bob work are co-workers at Neff Incorporated. Ever since they
were both assigned to work on Project X, they have been arguing about how
to meet the goals of that project.
On Monday they get into a very loud argument about Project X, in the cafeteria
during lunch break. Manager 1 is told about the argument and he sends out an
email which says: “Greetings everyone. I heard that there may have been a
small disagreement in the cafeteria at lunchtime. I just want you all to know
that I appreciate the good work you are all doing on Project X. I know that
everyone here really gets along even though a little workplace stress can
sometimes build up. It is good that we have such a warm, friendly group of
employees working here at Neff Incorporated”.
On Tuesday, Susan and Bob get into another argument about Project X at
lunchtime. Manager 2 decides that she will deal with the situation this time.
She sends them an email stating: “Susan and Bob, you have both worked here
at Neff for 5 years and you have worked on many projects together. I know
you are both passionate about our mission and goals here at Neff. I also know
that you sometimes disagree with each other on how to meet those goals, but
we need to look at the big picture. You are both on the same team and both
working towards the same goals. Please do not let small disagreements get in
the way of this.”
On Wednesday, Susan and Bob get into a third argument about Project X, in
the cafeteria again. Manager 3 decides he is going to handle the situation this
time. He sends them an email stating, “Susan and Bob, if you cannot get along
and maintain professionalism here at Neff Incorporated, I will have no choice

16. but to terminate you both. Consider this your written warning. These loud
arguments in public must stop now”.
On Thursday, Susan finds that a small cup of water has spilled on her desk.
She thinks it may have been Bob who did it but she is not sure. She quietly
tells Manager 4 about the situation. Manager 4 asks Susan and Bob to come
into her office. She says, “Ok, I understand that on Monday, Tuesday and
Wednesday of this week you two had loud arguments in the cafeteria about
Project X. Let’s talk this through in an orderly and respectful fashion. I’m
handing you both a sheet of paper. Please list your disagreements about the
Project and we will deal with them one by one. Let’s get this resolved today.
“Please list and discuss the conflict management strategies that are at play in
this situation. Please state whether you think each of the strategies used by
the managers here were appropriate and used in the proper order. Please
defend your answer based on your analysis of the situation. (Points : 45)
Manager 1 used avoidance in that he or she downplayed the disagreement and failed to
participate in the situation, He or she stayed neutral. However, this was an
inappropriate conflict management strategy for this situation as it doesn’t lead to the…
(TCO D) Identify the five stages of team development, and explain what
happens at each stage. Give a specific example from your own experience to
highlight one of the stages. (Points : 45)
The five stages of team development are the forming, storming, norming, performing,
and adjourning stages.
The forming stage is when the members first join the team. At this stage, the members
get to know each other in efforts to find a common ground. In addition, they will be
interested to find out what the team’s goals are and what they will obtain from
becoming…
(TCO A, B) Define organizational behavior and list the four emotional
intelligence competencies that contribute to understanding ourselves and
others within the organizational behavior environment. (Points : 10)
Organizational behavior is a culture that is a shared set of beliefs and values within an

17. Organization (Schermerhorn et al., 2012, p. 9). It influences the way people act and
feel in organizations. For example, an authoritarian culture restricts the employees
from innovating or acting on their own. On the other hand, employees are able to…
(TCOs A& B) What is organizational learning? Why is it important for firms to
emphasize organizational learning? (Points: 10)
Organizational learning is an organization-wide ongoing process that improves its
collective ability to accept, make sense of, and respond to external and internal change.
It requires the collective interpretation and systematic integration of new…
(TCOs A& B) OB defines stress in terms of both work stressors and life
stressors. Please identify four common sources of stress at work. (Points : 10)
Four common sources of stress at work are task demands, ethical dilemmas,
interpersonal problems, and physical setting. Task demands pertain to when the
employee has either too much or too little workload. In particular, too much workload
can…
(TCO D) Referring to the team decision-making process, define consensus and
unanimity and explain the difference between the two.(Points : 10)
Consensus is a group or teams that consist of people who come from different
backgrounds and who have different values, personalities and skills, different opinions
and approaches may arise with regards to the resolution of problems, an example of
which is how best to…
(TCO D) There are six methods that teams use to make decisions. Identify and
define three of the five. (Points : 10)
Three of the methods that teams use in making decisions are through authority rule;
through a consensus; and through unanimity.
Decision-making through authority rule occurs when a leader, manager, or chairperson
decides for the team. While this method enables…

18.
(TCO E, F) Although conflict is usually considered a negative experience to be
avoided, it actually has the potential to produce positive organizational
outcomes. Please identify three ways in which conflict can be a positive
influence. (Points : 10)
Three ways that conflict can be a positive influence is the information that is represent
by a member can be beneficial to the company. If something isn’t going right and it
has been noted by the person causing the conflict, his solution may benefit the…
(TCO A, B) An organization is a collection of people working together within a
given structure and culture to achieve a common purpose. Identify and
describe the three components that assist the organization in meeting its
goals and list any three of the five components of job satisfaction that
contribute to a company meeting these goals. (Points: 10)
Three components that assist the organization in meeting its goal include an
organizational identity, a long-rage strategic plan, and staff development and
organizational culture. The organization’s identity consists of its mission, vision, and…
(TCOs E & F) Please identify and give examples of four of the five direct
conflict management strategies. (Points : 10)
Four of the five direct conflict management strategies are accommodation or
smoothing, collaboration and problem solving, compromise, and avoidance.
Avoidance is when no one assertively acts…
(TCO G) There are six sources of position power in organizational settings.
Identify and define three of these sources. (Points : 10)
The six sources of position power are legitimate, reward, coercive, process, information,
and representative power. The reward power allows a manager to use extrinsic and
intrinsic rewards to control other people. Some examples would…
(TCO G) Define power from an organizational behavior perspective. What is
the difference between power and influence? (Points : 10)

19. Power is defined as the “ability to get someone to do something you want done or the
ability to make things happen or get things done the way you want” (Schermerhorn et
al., 2012, p. 264) whileinfluence is the “behavioral response to the exercise of power”
(Schermerhorn et al., 2012, p. 264). The essence of power is the…
(TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy
review session with the Board of Directors, has decided that it’s time to invest
some time and capital in improving the corporate culture. The company has
rebounded from a near calamity two years ago, and while it was a great
scramble, the company survived and is in the strongest position ever. They
knew that the culture had been strained by the episode and wanted sincerely
to work to bring things back to “normal.” With the assistance of local HR
offices, a case was made to the employee population that certain aspects of
their current culture might have suffered over the past few years and that it
was time to think about change. They announced that they would be
undergoing an organizational culture review and that everyone’s opinion was
valued. A whopping 79% of the employees participated in the survey that they
administered. Senior management had worked with the consultants for a few
months before the survey was given and had determined their “Ideal” scores.
The survey confirmed their suspicions.
The table below provides you with the percentile scores from the employee
population, the ideal scores from management, and the percentage point
difference between management’s ideal and the actual results. The typical
ideal score for companies is also given as a reference point. The overall
cultural grouping for the individual cultural norms is also identified.
Referencing the information presented above, please analyze the current
culture at AllGoodThings.com.
 Identify and describe the cultural aspects that management cites as
important and contrast them to the cultural attributes that employees
report as being expected. Also, compare and contrast management’s ideal
results with the typical ideal results.
 Identify the most significant gaps between management’s ideal and the
actual results.
 What conclusions do you draw taking into account all of the facts
presented and your analysis?

20.  Provide your recommendations for the next two steps in the
AllGoodThings.com change process.
 How would you prioritize and sequence the necessary change?
(Points : 40)
Management feels that constructive styles are important yet the employees result
display a passive defensive style as being prominent. The management ideal results
indicate that perfectionist, competitive, achievement, and self-actualization are
preferred. The employee results indicate that avoidance, perfectionist, competitive,
approval, conventional, and…
(TCO C) As a manager you are in a situation where a key employee seems to
have lost his excitement about the job. The employee’s familiar positive tone
and high energy approach to the job and the workplace seem to be on the
wane. You really don’t know what is going on with this person. But, you can
try to start to understand this employee by examining various motivation
theories. Use elements from each of Maslow’s theory, Herzberg’s Two-Factor
theory, and Equity theory and assemble your own motivation theory to help
you to start understanding this employee. Be sure to fully explain and define
all elements that you use in your new model of motivation. Finally, compose a
short case to demonstrate how your motivation model can actually be applied.
(Points : 40)
Maslow’s hierarchy of needs theory offers appear amid the psychological, safety, social,
esteem, and self-accusation needs. The higher needs are identified as self-accusation,
and a steam. Self-actualization is regarded as the highest need…
(TCO G) The Michigan and Ohio State studies represent seminal research on
leadership theory. Both studies identified two basic forms of leader behaviors.
What were the similarities in the findings from these two studies and what
was the significance of the research? (Points : 30)
In the late 1940s, researchers at the University of Michigan sought to identify the
leadership pattern that results in an effective performance. From interviews of high and
low performing groups in different organizations the researchers derived two basic
forms of leadership behaviors: employee centered and production…

21. (TCO A, B) In order to meet organizational goals and objectives management
must comprehend organizational behavior in relationship to the functions of
management. List and describe the management process functions and
describe how the five personality traits contribute to the management
process. (Points : 30)
The management process includes planning, organizing, leading, and controlling. The
functions describe what managers are supposed to do in respect to:
Planning-defining goals, setting specific performance objectives, and identifying the
actions needed to achieve them.
Organizing-creating work structures and…
(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)
Social loafing, also known as the Ringlemann effect, is a tendency of people to work
less hard in a group then they would individually. Ringlemann suggest that people may
not work as hard in groups because their individual contributions are less noticeable in
the group context and because they preferred to see others carry the workload.
An example of social loafing is when a group of volunteers are gathered to fill…