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Question;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#53305 | Written in 18-Jul-2015

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