Some research studies (Ilies & Judge, 2003; Saari & Judge, 2004) report that genetics play a very important part in whether an employee has job satisfaction. Their work suggests that the attitudes, personality, and values that a person brings to the workplace are better predictors of whether the employee will be satisfied than any of the external factors a company or manager might provide the employee. In fact, their studies indicate that a person with high satisfaction will generally report being highly satisfied, no matter the situation within the company. Similarly, a person who reports low satisfaction will consistently report low satisfaction, no matter what the company may do to increase the employee's satisfaction.

1. MGT 3002 Week 1 Assignment 3 Evaluating Employee Characteristics
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Some research studies (Ilies & Judge, 2003; Saari & Judge, 2004) report
that genetics play a very important part in whether an employee has job
satisfaction. Their work suggests that the attitudes, personality, and
values that a person brings to the workplace are better predictors of
whether the employee will be satisfied than any of the external factors a
company or manager might provide the employee. In fact, their studies
indicate that a person with high satisfaction will generally report being
highly satisfied, no matter the situation within the company. Similarly, a
person who reports low satisfaction will consistently report low
satisfaction, no matter what the company may do to increase the
employee's satisfaction.
If these studies are correct, then there would seem to be some rationality
in only hiring applicants with positive personalities.
In this assignment, you will develop a ten item survey that will be given
to all applicants at your company. The purpose of this survey is to
determine whether the applicant is a positive or negative person. First
determine what attitudes, personality characteristics, and values you
want to look for based upon your reading and research.You may ask up
to nine questions to determine those individual characteristics. Let
question ten ask whether the applicant is satisfied with the company.
Then open an account in either SurveyMonkey.com or http://www.hr-
survey.com/CreateEOQuest.htm to create your survey. Once you've
completed your survey, write a well-researched, convincing paper to be

2. read by your company's head of the Human Resources Department in
which you do the following:
· Explain how you perceive personality, values, and attitudes
contribute to an employee's satisfaction. Include support from your
reading and research.
· Discuss why you chose to include the questions you did. Explain
how each question will contribute to determining whether the applicant
is a positive person.
· Copy your survey into your paper.
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MGT 3002 Week 2 Assignment 2 Employee Motivation
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Covered theory 1 correctly and provided reasonable
Recommendations for its use.
Covered theory 2 correctly and provided reasonable
Recommendations for its use.
Covered theory 3 correctly and provided reasonable
Recommendations for its use.
Covered theory 4 correctly and provided reasonable

3. Recommendations for its use.
Provided at least three references.
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MGT 3002 Week 3 Assignment 2 Multicultural Multinational Teams of
IBM Corporation
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Historically, IBM was one of the most tradition-bound companies on the
planet. It was famous for its written and unwritten rules—such as its no-
layoff policy, its focus on individual promotions and achievement, the
expectation of lifetime service at the company, and its requirement of
suits and white shirts at work. How times have changed.
IBM has clients in 170 countries and now does two-thirds of its business
outside the United States. As a result, it has overturned virtually all
aspects of its old culture. One relatively new focus is in the teamwork
area. While IBM, like almost all large organizations, uses work teams
extensively, the way it does so is unique (Aguinis, & Kraiger, 2009).
To instill in its managers an appreciation of local culture, and as a means
of opening up emerging markets, IBM sends hundreds of its employees
to month-long volunteer project teams in regions of the world where
most big companies don't do business (Hymowitz, 2008). Al Chakra, a
software development manager located in Raleigh, North Carolina, was
sent to join GreenForest, a furniture manufacturing team in Timisoara,
Romania. With Chakra were IBM employees from five other countries.
Together, the team helped GreenForest become more computer savvy to

4. help its business. In return for the IBM team's assistance, GreenForest
was charged, well, nothing.
This is hardly pure altruism at work. IBM calculates these multicultural,
multinational teams are good investments for several reasons. First, they
help lay the groundwork for opening up business in emerging
economies, many of which might be expected to enjoy greater future
growth than mature markets. Stanley Litow, the IBM VP who oversees
the program, also thinks it helps IBMers develop multicultural team
skills and an appreciation of local markets. He notes, "We want to build
a leadership cadre that learns about these places and also learns to
exchange their diverse backgrounds and skills." Among the countries
where IBM has sent its multicultural teams are Turkey, Tanzania,
Vietnam, Ghana, and the Philippines.
As for Chakra, he was thrilled to be selected for the team. "I felt like I
won the lottery," he said. He advised GreenForest on how to become a
paperless company in 3 years and recommended computer systems to
boost productivity and increase exports to western Europe (Gupta,
2008).
Another team member, Bronwyn Grantham, an Australian who works at
IBM in London, advised GreenForest about sales strategies. Describing
her team experience, Grantham said, "I've never worked so closely with
a team of IBMers from such a wide range of competencies."
Assume you are employed by a consulting company that works with
Fortune 1000 companies on Organizational Behavior topics. You have
been asked to write a white paper in which you discuss the following
questions. This paper will be used to inform potential clients about your
company's philosophy on teamwork and to give them a sense of how
your company will prepare their teams. This is an extremely high profile
assignment and its success is critical to your company.

5. Based on the above reading and the knowledge gained from your
assigned readings, respond to the following questions:
· If you calculate the person-hours devoted to IBM's team projects,
they amount to more than 180,000 hours of management time each year.
Do you think this is a wise investment of IBM's human resources? Why
or why not?
· Why do you think IBM's culture changed from formal, stable, and
individualistic to informal, impermanent, and team oriented?
· Describe the stages of group development these teams should
expect to experience. At each stage, make recommendations that will
help move the team into the next stage.
· Multicultural project teams often face problems with
communication, expectations, and values. How do you think some of
these challenges can be overcome?
· Explain some of the group decision-making challenges the team
may experience and recommend ways to overcome them.
· Discuss at least three recommendations to help make these teams
effective.
Identify three factors that will help make individuals into team
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MGT 3002 Week 4 Assignment 2 Leadership Styles of Different Leaders
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6. This week you learned about a number of different leadership theories.
Choose two of today's leaders listed below and research on their
leadership styles:
· Richard Branson
· Michael Dell
· Debbi Fields
· Bill Gates
· Suze Orman
· Donald Trump
· Meg Whitman
· Oprah Winfrey
For each leader you choose, describe why these individuals are so
successful and identify which theory or theories best exemplify their
leadership style.
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MGT 3002 Week 5 Assignment 2 Siemen’s Simple Structure
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What do Kleinfeld's efforts at Siemens tell you about the difficulties of
restructuring organizations?

7. Why do you think Löscher's restructuring decisions have generated less
controversy than did Kleinfeld's?
Assume a colleague read this case and concluded "This case proves
restructuring efforts do not improve a company's financial performance."
How would you respond to this statement?
Do you think a CEO who decides to restructure or downsize a company
takes the well-being of employees into account? Should he or she do so?
Why or why not?
What were the forces for change?
What were the restraining forces? How would you overcome them?
Use Kotter's Eight-Step Plan for implementing change and explain how
you would implement this change at Siemens. Be sure to include any
organizational development tools that you might use (Davidson, 2008;
Esterl & Crawford, 2007; Ewing, 2007; Frey, 2008).
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