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Organizational behavior
1. Identify several concepts and
characteristics from the field of organizational
behavior that this case
illustrates?
2. What advice can you give Tony? How
would this advice be supported or tempered
by behavioral concepts and processes?
3. Is it possible to find an
"ideal" place to work? Explain.
1. How successful do you think Helen
Bowers’s new plan will be?
2. What challenges does Helen confront?
3. If you were Helen’s consultant, what
would you advise her to do
1. What mistakes has Alex already made in
developing a team-based organization?
2. If Alex were to call you in as a
consultant, what would you tell him to do?
3. Using the organization chart of Evans
RV Wholesale Supply and Distribution,
describe how you would put the
employees together in teams.
1. What signs of stress was Larry Field
exhibiting?
2. How was Larry Field trying to cope with
his stress? Can you suggest more
effective methods?
Organizational behavior
1) Has
Preeti made a good decision about the way she is going to make the decision?
2) Which
investment would you choose? Why?
3) Which
investment do you think most people would choose?
4) Based
on what you have learned about group shift, which investment do you think
Preeti’s family will choose?
1) What
are some factors that led to groupthink in the cases described here? What can
teams do to attempt to prevent groupthink from occurring?
2) How
might differences in status among group members contribute to groupthink? For
example, how might lower-status members react to a group’s decision? Are
lower-status members more or less likely to be dissenters? Why might
higher-status group members be mare effective dissenters?
3)
Microsoft CEO Steve Ballmer says that he encourages dissent. Can such norms
guard against the
occurrence
of groupthink? As a manager, how would you try to cultivate norms that prevent
groupthink?
4) How
might group characteristics such as size and cohesiveness affect groupthink?
1) Why is
this group a team?
2) Has
anyone in this case acted unethically?
3) What,
if any, characteristics of groupthink are manifested in the work team?
4) Has
Karan been an effective team leader? Explain your position.
1) Do you
believe that team-building activities increase productivity? Why or why not?
What other factors might be responsible for increases in profitability
following a corporate retreat?
2) What
are some other ways besides those described here to build effective teams and
increase teamwork among company employees? How might these alternatives be
better or worse than corporate retreats?
3) What
should companies do about employees who lack athletic talent but are still
pressured to participate in physical activities with their colleagues? How
might poor performance by those with low athletic ability affect their status
within the organization?
4) How
might you increase teamwork when team members are not often in direct contact
with one another? Can you think of any “electronic” team-building exercises?
1. What
competencies are needed to be creative?
2.
Identify methods through which creativity can be nurtured.
ORGANIZATIONAL
BEHAVIOR
1. Describe the nature and
scope of organizational psychology.
2. How are the ‘Hawthorne
Experiments’ useful in understanding organizational behavior?
3. Discuss the determinants of
morale.
4. Explain the concept of
‘‘motivation’’. Describe and erotically evaluate Abraham. H. Maslow ‘‘Need Hierarchy
Theory’’.
5. Explain different styles of
leadership and their effect on productivity in various situations.
6. Discuss ways and means to
reduce industrial conflict.
7. Describe the nature and
scope of organizational psychology.
8. How are the ‘Hawthorne
Experiments’ useful in understanding organizational behavior?
9. Explain the concept of ‘‘motivation’’.
Describe and erotically evaluate Abraham. H. Maslow ‘‘Need Hierarchy Theory’’.
10. Explain different styles of
leadership and their effect on productivity in various situations.
ORGANIZATIONAL
BEHAVIOR
1. Does Clark have any sources of power and any contingencies
of power? If so, list and discuss them
2. To what
degree were Clark’s methods of influencing board members the most effective
possible under the circumstances presented in the case?
3. Do you think
her methods to get things done at the foundation were ethical? Why or why not?
1. What can we
learn from this exercise about power in organizational hierarchies?
2. How is this
exercise similar to relations in real organizations?
3. How did
students in each group feel about the amount of power they held?
4. How did they
exercise their power in relations with the other groups?
1. Identify
the different conflict episodes that exist in this case. Who was in conflict
with whom?
2. What are the sources of conflict for these conflict incidents?
3. What conflict management style(s) did Lapierre, the
international team, and Gushin
use to resolve these conflicts? What style(s) would have
worked best in the situations?
4. What conflict management interventions were applied here?
Did they work? What
alternative strategies would work best in this situation and
in the future?
1. Do you think women are only suited for stereotyped roles
and they should not venture into uncommon fields?
2. Do men and women require same or different competencies
to be leaders in their profess ion?)
1. Identify the symptoms indicating that problems exist at
La Crosse Industries Inc
2. Use one or more leadership theories to analyze the
underlying causes of the current problems at La Crosse Industries. What other organizational
behavior theories might also help to explain some of the problems?
3. What should
Gilbert Lacrosse do in this situation?
ORGANIZATIONAL
BEHAVIOR
1. Which of Ellen Crenshaw’s
complaints on the surface appear to be valid if they are true? Why? Which ones
(if any) are not reasonable? Why?
2. What misconceptions does the
case reveal in the attitudes many people have toward women at work?
3. If Mr. Ferrell uses the
correct counseling techniques, what will his attitude and comments be during
the conversation with Ellen? If these complaints accurately portray the
situation in the bank, what steps should the bank take to correct the problems?
Please be specific.
1.
There’s clearly a communication problem in the Jamaican operation. What factors
are
contributing
to the lack of communication between the Jamaicans and the management
team?
What should be done?
2.
Perhaps differences in values are creating problems. How would you guess that
the
Jamaicans
would rate on the values that Hofstede talks about? What about the British
general
manager?
3. The British general manager
believes that the Jamaican subordinate is “insubordinate.’’ Is this true? Why
does the manager believe it? Explain in terms of the attribution process and
communication.
1.
Consider the organizational chart for Fairfields Nursing Home. What problems,
if any,
do
you see in the planned structure for the nursing home? Do the spans of
supervision
seem
to be about right?
2.
How are the supervisors of the three shifts and the nurses, helpers, and
therapist who
report
to them different from other workers at the nursing home according to the
planned
structure?
3.
Does the organization need a mechanistic structure or an organic structure?
Why?
4.
How would the organization structure look if the organization was organized as
a
network
structure? Who would the partners be? What would be their responsibilities?
5.
What problems exist at the nursing home that aren’t related to its structure?
1.
From the brief facts provided here, what would you expect to be the causes of
low
levels
of accuracy in performance and the high rates of absenteeism, turnover, and job
dissatisfaction?
2.
What truths about the workplace should we be able to draw from this situation?
3.
What are the advantages of the open-space plan? What are the disadvantages?
4.
What are the advantages of the more conventional, closed-off kind of office
desing?
What
are the disadvantages?
5.
What should the people at superior do about their newly identified problem?
1.
Which steps of the positively based cognitive-needs concept are shown in this
case so
far
as Lola is concerned? What does this case reveal about expectancy theory?
2.
How would the director of a play or movie motivate Lola? What incentives could
be
used?
3.
What does this case illustrate that is in keeping with equity theory? Lola says
she is
“starving
to death.’’ Has she lost her mind? Explain according to equity theory.
4.
Marla is currently working as a cashier in a grocery store. Suppose her boss
decides
she
needs to become more motivated and wants to redesign her job. Briefly discuss
Hackman
and Oldham’s theory and apply it to Marla’s situation.
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 – 09902787224
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