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discussions exercises




Picture 1;1) Give an example of (a) a process gain in a self-managed work team (b) a process loss in a self managed work team.;2) Can managers change the type of task interdependence in a workgroup, or is task interdependence a relatively fixed characteristic? If managers can change it, how they might do so?;3) Is social loafing a problem in the top management teams? Why or why not?;4) How can excessive group cohesiveness result in low level of performance?;5) In what kinds of organizations might it be especially important for work groups to be cohesive?;1) In what circumstances might leader-punishing behavior be appropriate?;2) How might a relationship-oriented leader who manages a restaurant and is in a very unfavorable situation for leading improve the favorability of the situation so that it becomes moderately favorable?;3) What might be some of the consequences of a leader having a relatively small in-group and out group of subordinates?;4) When might having a charismatic leader be dysfunctional for an organization?;5) How can managers practice ethical leadership, and encourage their subordinates to act ethically as well?;Picture 3;1) What are the principal sources of a manager?s formal power and informal power? How does the way a manager exercises power affect subordinates? r;2) What are the main sources of functional and divisional power?;3) In what ways can the manager of a function deliberately set out to gain power inside an organization?;4) What are the main sources of conflicts between functions?;5) What are the main conflict resolution strategies?;Picture 4;1) Why are members of an organization sometimes reluctant to express their feelings and emotions?;2) What jargons have you encountered? How did it help or hamper your understanding of the messages communicated to you?;3) Why do almost all the organizations have grapevines?;4) Is the use of a communication medium high in information richness always desirable? Why or why not?;Picture 5;1) For what kinds of decisions might the classical model be more appropriate than March and Simon?s model?;2) Can the availability and the representativeness heuristics work simultaneously? Why or why not?;3) Why do members of diverse groups sometimes find it hard to make decisions?;4) Do all the employees want to be empowered and make the decisions that their bosses used to make? Why or why not?;Question 1: Why are accurate performance appraisals a key ingredient in having a motivated workforce?;Question 2: Why might employees perceive appraisals based on traits as unfair?;Question 3: Do all employees want their pay to be based on their performances? Why or why not?;Question 4: Why are corporations reluctant to put comparable worth into practice in establishing levels of pay?;Question 5: Are career plateaus inevitable for most employees? Why or why not?;Question 6: Why might excessively high levels of stress lead to turnover?;Question 7: Is underload as stressful as overload? Why or why not?;Question 8: How can managers help their subordinates learn how to cope with stressors in a problem-focused way?;Question 9: At what stage in the five stage model of group development might group exert the most control over their members? behaviour?;Question 10: In what situations might the advantages of a large group size outweigh the disadvantages?;Question 11: Why are roles an important means of controlling group members? behaviour in self-managed work teams?;Question 12: How are rules that specify how to perform a particular task developed?;Question 13: Do all groups socialize their members? Do all groups need to socialize their members? Why or why not?;Question 14: Is a certain level of stress necessary to motivate employees to perform at a high level? Why or why not?;Question 15: Why should an organization care whether its members eat well or exercise regularly?;Question 16: Why might an organization want to design jobs according to the principles of scientific management?;Question 17: How might a manager redesign the job of a person who delivers newspapers to raise levels of the core job dimensions identified by the job characteristics model?;Question 18: Why do individual differences affect the relationships in the job characteristics model?;Question 19: Why should organizations clearly communicate organizational objectives to their employees?;Question 20: Why do people try to attain difficult goals?


Paper#20356 | Written in 18-Jul-2015

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