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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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