MBA530 Entire Course Discussions Case Analysis Midterm & Final Exam
1. After reading Hofstede’s dimensions of cultural differences in Chapter 2 (pages 40-44) and looking up and reviewing near the bottom of Geert Hofstede’s web page (http://www.geert-hofstede.com/), describe a significant difference between cultures that you have witnessed. Use the Geert Hofstede comparison tool (at the link below) to compare the two cultures in your example and describe the relative merits of the different approaches in an organizational situation.
2. Compare and contrast two cultures using information contained at http://www.geert-hofstede.com/hofstede_dimensions.php (If the Hofstede website is not working, please do your best with the summary information in the book, or other sources you may find).
3. Use Saint Leo University’s core value of integrity as the foundation to form anopinion concerning whether the developing global economy will cause ethics and social responsibility to become more similar or more distinct across cultures? Be certain to explain why and how and provide examples.
saint MBA530 module 2 discussion latest 2016 june
For this module, you will use what you learned in Chapter 3 of the textbook and expand your critical thinking about the differences in people and how to appreciate and effectively manage these differences in the workplace.
1. Take the abbreviated (and less accurate) Myers-Briggs test. Reveal your MBTI type in your response and describe the following scenarios:
a. An organizational situation (job function, event, team assignment, etc.) where your personality type could be at a disadvantage (real world or hypothetical)
b. A situation where your personality type might be an advantage (real world or hypothetical)
c. Based on your MBTI, how you learn best?
2. Respond to the following two questions about negative effect and self-monitors:
a. Imagine that you have a person with negative affect in your organization. What might be a positive contribution that this person could make in a group where
everyone else has positive affect and similar backgrounds?
b. What contributions can high self-monitors make in organizations? Low self-monitors?
When you answer the personality part of this question, make sure that you have viewed the module material, including ideas on how to think about where your personality type is at an advantage or disadvantage (i.e., the Nurse MBTI example) and the definition of negative affect! And, with respect to how you learn best, consider the MBTI introvert/extravert differences (page 94) and “You 1.2” from Chapter 1, Module 1.
saint MBA530 module 3 discussion latest 2016 june
This module’s discussion will help you build your perspective of human motivation and equity theory (Chapter 5), and link this new understanding to performance considerations that are introduced in Chapter 4.
1. In your current (or previous) organizational role, are you motivated by lower or higher-order needs and motivators or hygiene factors? Discuss and explain which specific needs and Herzberg factors seem to be most important to you? Also use the theories presented in Figure 5.2 and Table 5.2 to explain your primary needs and motivators.
2. Reflect on the complex factors that go into job satisfaction and performance (pages 126-130) and integrate the following considerations into your answer.
a. Has job satisfaction generally led to higher performance? Or, has higher performance led to job satisfaction? Has this varied by situation?
b. To the extent that job satisfaction has led to the greater performance, what has been the most important source(s) of that satisfaction? Have the most
important areas been the Social environment, money, health benefits, physical environment, facilities, job location, or perks? Explain your reasoning.
3. In your organization, what inequity affects people the most? Which textbook method seems to be used to resolve that inequity? What ways are people finding to change inputs and outputs or do they leave the organization? Alternatively, are the people just living with the inequity and still meeting organizational goals? Explain.
NOTE: Remember that equity compares an individual’s specific effort-reward ratio against other organizational members or people with comparable skills, location, job conditions, etc. Even when there is wage (or other) dissatisfaction, the perception of inequity is less well-founded when the groups are not comparable in the most important ways. If you stretch the limits of comparability far enough, you can easily find examples that will make you feel both lucky and cheated, and many people make that choice based on personality factors like positive vs. negative affect.
1. While reflecting on Chapter 13, explain and analyze the issues that cause the most significant conflict in your personal life or work environment.
2. Use textbook terminology to analyze a conflict or repeating pattern of conflict that you have witnessed or unfortunately participated in. Feel free to disguise your comments to maintain privacy.
a. Which of the causes listed in the book were at the root of the conflict?
b. Which form or forms of conflict were displayed?
c. If interpersonal conflict was involved what defense mechanisms were manifested (Table 13.2) and did you observe these defense mechanisms in use?
d. Describe effective and ineffective conflict management techniques that were used during this conflict and the conflict management styles demonstrated. In the
end, did the conflict turn out to be dysfunctional or functional?
saint MBA530 module 5 discussion latest 2016 june
This module’s discussion is centered on the material in Chapter 9 – teamwork.
1. Describe the most effective group or team of which you have been member? What factors made the group or team effective? In your answer, consider both individual factors in part 2 of your textbook (e.g., values, motivation, feedback/learning, etc.) and group factors in Chapter 9, such as diversity (pages 331-332), the group characteristics in Table 9.1, and the group behavior concepts on pages 317-319.
2. What are the most significant barriers to teamwork and to empowerment that you have experienced and why were these barriers important? Consider trust and other factors introduced during the interaction part of this module.
This module’s discussion is oriented around the material in Chapter 11 and also draws on the concepts from Chapters 10 and 12.
1. Using the dimensions of empowerment in the book (pages 412-417), analyze and describe the degree to which people in your work environment are empowered. Then, review the first box in Figure 12.3 and describe the approach your supervisor or manager uses when making key decisions. Considering the article link in this module and explain if there is a “team of rivals” present? Finally, with respect to both participation in decision-making and team member empowerment, what strategies would you change if you were the manager of your or another organization? Consider all of Figure 12.3 and pages 366-368 in Chapter 10.
2. Do you think of yourself as powerful, powerless, or a little of both? Explain your basis for these perceptions? In your answer integrate the specific symbols of power in the textbook (pages 403-404).
3. Who is the most powerful person you know personally? What makes this person so powerful? Does this person’s power use empowerment as a tool or do they make all the decisions? In your answer use French and Raven’s five specific interpersonal forms of power (pages 397-398), and the textbook’s addition of “information power” (page 398) to assist you in your analysis.
At this point in the course, you have many things to keep in your mind about organizational behavior. Chapter 14 addresses job design to the organizational behavior model.
As Chapter 14 implies, models are often oversimplified and leave out the complicating factor of individual differences (refer back to Figure 3.1 on page 83). Herzberg pointed out that not every job or person is a fit for enrichment. Businesses and their strategies differ and the kinds of skills, procedures, and behavior required on the factory floor is quite different from those required for a leading-edge design shop. In addition, people with the same abilities and personalities may be at different levels in terms of satisfying their needs (e.g., Maslow’s hierarchy). It should be no surprise to you that both job and organizational design are situational and interdependent with many other concepts involved in the “management of human energy.”
1. In either designing the job, or in hiring to fill the job, does your organization consider any of the individual factors that might influence success? Explain your answer and consider the following factors:
– Cultural differences in the people (Chapters 1 and 2)
– Personality factors like MBTI type, conscientiousness, locus of control, and hardiness
– Where a person is in satisfying their higher- and lower-level needs (Chapter 5)
2. In your organization, are there any jobs that appear to have been successfully designed (either initially or as they have “evolved”) using ideas like those described in the textbook? Anchor your comments in the achievement of the three critical states described on page 525, and in the achievement of “engagement” as described on pages 526-527.
3. How would you describe the organization you work for on each of the basic design dimensions (pages 557-558)? What changes in these dimensions have you seen in your organization due to pressures for improved cost/effectiveness or to meet other changes in the environment/competition?
Once again, we can use our discussion as a place to try integrating separate topics. In this case we will integrate organizational culture and change. Note that the Ralph Sink article and Netfix slide deck are relevant to these challenging and important issues.
1. Suppose you wanted to change your organization’s culture. What sort of resistance would you expect from employees? How would you deal with this resistance? To what extent is culture manageable? Changeable?
2. Moving from cultural change (Question 1) to general change, answer the following questions. Can organizations stop resistance to change? If so, how? Does organizational culture have a role in significant change? Explain the interaction between culture and change?
3. At the end of Chapter 15, the second cautionary note (page 577) suggests that a dysfunctional personality manifested by a Chief Executive may create the same dysfunctional culture for the organization. Thinking about any organization in your past, have you seen evidence that a key leader has been partially responsible for one or more of the listed dysfunctional symptoms? Or conversely, have you seen a CEO who has been responsible for the symptoms of a strong and functional culture? Did this influence come through artifacts, values, or assumptions (page 592) and/or through any of the five leader roles identified by Edgar Schein (pages 601-604)? Explain in detail.
saint MBA530 module 3 case Analysis 1 latest 2016 june
•Case 2, Chapter 5: Compensation Controversies at AIG
Submit Case Analysis 1 as either a Word (.docx) or Rich Text Format (.rtf) documentno later than Sunday 11:59 PM EST/EDT. (This Dropbox basket is linked to Turnitin.)
saint MBA530 module 5 case Analysis 2 latest 2016 june
You must select and prepareone of the two cases listed below.Click here for instructions for analyzing and answering a case. These instructions can also be accessed via the “Case Preparation Guidelines” link under Course Home.
•Case 1, Chapter 9: Smart Phones: Achieving Success in Virtual Teams
•Case 2, Chapter 13: Customer Service at Nordstrom: A Way to Mitigate Potential Conflict
Submit Case Analysis 2 as either a Word (.docx) or Rich Text Format (.rtf) document
no later than Sunday 11:59 PM EST/EDT. (This Dropbox basket is linked to Turnitin.)
•Case 1, Chapter 11: Oracle’s Larry Ellison: A Profile of Power, Influence, and Dominance
•Case 2, Chapter 14: Alternative Work Arrangements: What Does the Future Hold?
Submit Case Analysis 3 as either a Word (.docx) or Rich Text Format (.rtf) documentno later than Sunday 11:59 PM EST/EDT. (This Dropbox basket is linked to Turnitin.)
1. Question :
Explain why it is important to study organizational behavior.
Question 2. Question :
What is the difference between objective knowledge and skill knowledge?
Question 3. Question :
Briefly discuss the issues an organization would want to consider or understand if it were interested in a business venture within China.
Question 4. Question :
Using the five personality characteristics identified in Chapter 3 as important for understanding organizational behavior, describe an individual who would most likely be a strong performer.
Question 5. Question :
Briefly explain the ABC model and provide an example of each model element.
Question 6. Question :
Maslow and Herzberg approach the study of motivation somewhat differently, but there are also similarities in their ideas. Compare and contrast their views of motivation.
Question 7. Question :
Is McGregor’s Theory Y more appropriate given today’s issues of managing organizational behavior? Explain.
Question 8. Question :
What are the characteristics of effective goals?
Question 9. Question :
What are some of the differences between Type A and Type B personalities?
Question 10. Question :
What are the structural factors that cause conflict in an organization?
saint MBA530 module 8 final exam latest 2016 june
Question 1. Question :
Distinguish between and provide examples of task and maintenance functions of groups.
What are advantages and disadvantages of group decision making?
Identify and briefly discuss the major sources of intergroup power within an organization?
What are the major sources of interpersonal power according to French & Raven?
Briefly explain House’s path-goal theory of leadership.
Distinguish between job enlargement and job enrichment, and provide an example showing any differences in these two job design approaches.
Identify four bases of departmentalization or differentiation.
How can corporate leaders (the CEO and other top officers) shape, communicate, and reinforce organizational culture?
Briefly explain anticipatory socialization and how the organization can facilitate one’s entry into the organization.
What are the differences and similarities of management by objectives (MBO) and role negotiation, and process consultation and leadership training and development?