SAINT LEO University New (2015 MBA-530- Organizational

SAINT LEO University New (2015 MBA-530- Organizational

SAINT LEO University New(2015 MBA-530- Organizational Behavior .homeworkminutes.com/question/view/61976″>All Discussionspost and replies quizzes, midterm exam, Final exam
Module1 Discussion
Afterreading Hofstede’s dimensions of cultural differences in Chapter 2 (pages40-44) and looking up and reviewing near the bottom of GeertHofstede’s web page (.geert-hofstede.com/”>http://www.geert-hofstede.com/), describe a significant differencebetween cultures that you have witnessed. Use the Geert Hofstede comparisontool (at the link below) to compare the two cultures in your example anddescribe the relative merits of the different approaches in an organizationalsituation.
2. Compare and contrast two cultures using information contained at.geert-hofstede.com/hofstede_dimensions.php”>http://www.geert-hofstede.com/hofstede_dimensions.php (If the Hofstede website is notworking, please do your best with the summary information in the book, or othersources you may find).
Module2 Discussion
For this module, you will use whatyou learned in Chapter 3 of the textbook and expand your critical thinkingabout the differences in people and how to appreciate and effectively managethese differences in the workplace.
1. Take the abbreviated (and less accurate) Myers-Briggs test. Reveal your MBTItype 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 orhypothetical)c. Based on your MBTI, how you learn best?
2. Respond to the following two questions about negative effect andself-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 groupwhereeveryone else has positive affect and similar backgrounds?b. What contributions can high self-monitors make in organizations? Lowself-monitors?
Module3 Discussion
Thismodule’s discussion will help you build your perspective of human motivationand equity theory (Chapter 5), and link this new understanding to performanceconsiderations that are introduced in Chapter 4.
1. In your current (or previous) organizational role, are you motivated bylower or higher-order needs and motivators or hygiene factors? Discuss andexplain which specific needs and Herzberg factors seem to be most important toyou? Also use the theories presented in Figure 5.2 and Table 5.2 to explainyour 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 bysituation?b. To the extent that job satisfaction has led to thegreater performance, what has been the most important source(s) of thatsatisfaction? Have the mostimportant areas been the Social environment, money, healthbenefits, physical environment, facilities, job location, or perks? Explainyour reasoning.
3. In your organization, what inequity affects people the most? Which textbookmethod seems to be used to resolve that inequity? What ways are people findingto 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-rewardratio 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 thegroups are not comparable in the most important ways. If you stretch the limitsof comparability far enough, you can easily find examples that will make youfeel both lucky and cheated, and many people make that choice based onpersonality factors like positive vs. negative affect.
Module4 Discussion
1. Whilereflecting on Chapter 13, explain and analyze the issues that cause the mostsignificant conflict in your personal life or work environment.
2. Use textbook terminology to analyze a conflict or repeating pattern ofconflict that you have witnessed or unfortunately participated in. Feel free todisguise your comments to maintain privacy.a. Which of the causes listed in the book were at the rootof the conflict?b. Which form or forms of conflict were displayed?c. If interpersonal conflict was involved what defensemechanisms were manifested (Table 13.2) and did you observe these defensemechanisms in use?d. Describe effective and ineffective conflict managementtechniques that were used during this conflict and the conflict managementstyles demonstrated. In theend, did the conflict turn out to be dysfunctional orfunctional?
Module5 Discussion
Thismoduleâ€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 bothindividual 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 behaviorconcepts on pages 317-319.
2. What are the most significant barriers to teamwork and to empowerment thatyou have experienced and why were these barriers important? Consider trust andother factors introduced during the interaction part of this module.
Module6 Discussion
Thismoduleâ€s discussion is oriented around the material in Chapter 11 and alsodraws on the concepts from Chapters 10 and 12.
1. Using the dimensions of empowerment in the book (pages 412-417), analyze anddescribe the degree to which people in your work environment are empowered.Then, review the first box in Figure 12.3 and describe the approach yoursupervisor or manager uses when making key decisions. Considering the articlelink in this module and explain if there is a “team of rivals†present?Finally, with respect to both participation in decision-making and team memberempowerment, what strategies would you change if you were the manager of youror another organization? Consider all of Figure 12.3 and pages 366-368 inChapter 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 specificsymbols of power in the textbook (pages 403-404).
3. Who is the most powerful person you know personally? What makes this personso powerful? Does this personâ€s power use empowerment as a tool or do they makeall the decisions? In your answer use French and Raven’s five specificinterpersonal forms of power (pages 397-398), and the textbook’s addition of“information power” (page 398) to assist you in your analysis.
Module7 Discussion
At thispoint in the course, you have many things to keep in your mind aboutorganizational behavior. Chapter 14 addresses job design to the organizationalbehavior model.
As Chapter 14 implies, models are often oversimplified and leave out thecomplicating factor of individual differences (refer back to Figure 3.1 on page83). 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, andbehavior required on the factory floor is quite different from those requiredfor a leading-edge design shop. In addition, people with the same abilities andpersonalities may be at different levels in terms of satisfying their needs(e.g., Maslowâ€s hierarchy). It should be no surprise to you that both job andorganizational design are situational and interdependent with many otherconcepts involved in the “management of human energy.”
1. In either designing the job, or in hiring to fill the job, does yourorganization consider any of the individual factors that might influencesuccess? 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- andlower-level needs (Chapter 5)
2. In your organization, are there any jobs that appear to have beensuccessfully designed (either initially or as they have “evolvedâ€) using ideaslike those described in the textbook? Anchor your comments in the achievementof 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 basicdesign dimensions (pages 557-558)? What changes in these dimensions have youseen in your organization due to pressures for improved cost/effectiveness orto meet other changes in the environment/competition?
Case 1,Chapter 11: Oracleâ€s Larry Ellison: A Profile of Power, Influence, andDominance•Case 2, Chapter 14: Alternative Work Arrangements: WhatDoes the Future Hold?
Module8 Discussion
Once again,we can use our discussion as a place to try integrating separate topics. Inthis case we will integrate organizational culture and change. Note that theRalph Sink article and Netfix slide deck are relevant to these challenging andimportant issues.
1. Suppose you wanted to change your organizationâ€s culture. What sort ofresistance would you expect from employees? How would you deal with thisresistance? To what extent is culture manageable? Changeable?
2. Moving from cultural change (Question 1) to general change, answer thefollowing questions. Can organizations stop resistance to change? If so, how?Does organizational culture have a role in significant change? Explain theinteraction between culture and change?
3. At the end of Chapter 15, the second cautionary note (page 577) suggeststhat a dysfunctional personality manifested by a Chief Executive may create thesame dysfunctional culture for the organization. Thinking about anyorganization in your past, have you seen evidence that a key leader has beenpartially responsible for one or more of the listed dysfunctional symptoms? Orconversely, have you seen a CEO who has been responsible for the symptoms of astrong and functional culture? Did this influence come through artifacts, values,or assumptions (page 592) and/or through any of the five leader rolesidentified by Edgar Schein (pages 601-604)? Explain in detail.

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