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MGMT 591 Leadership and Organizational Behavior week 8 Final Exam_set 1 set 2 and set 3 Answer

MGMT 591 Leadership and Organizational Behavior week 8 Final Exam_set 1 set 2 and set 3 Answer

MGMT 591 Leadership and Organizational Behavior week 8 Final Exam_set 1 set 2 and set 3 Answer

MGMT 591 Leadership and Organizational Behavior week 8 Final Exam_set 1 set 2 and set 3 Answer

Set 1 Questions

Week 8 : Final Exam and Looking Ahead – Final Exam

Page 1

Question 1. 1. (TCOs A & B) What is organizational learning? Why is it important for firms to emphasize organizational learning? (Points : 10)

Question 2. 2. (TCO D) Please define self-managing teams and identify three of the five tasks a true self-managing team is responsible for. (Points : 10)

Question 3. 3. (TCOs E & F) Please identify and give examples of four of the five indirect conflict management strategies. (Points : 10)

Question 4. 4. (TCO G) There are four forms of personal power. Please identify and explain any three of the four. (Points : 10)

Question 5. 5. (TCO E, F) Explain how interpersonal conflict occurs and give two example of substantive conflict, and two examples of emotional interpersonal conflict. (Points : 10)

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Week 8 : Final Exam and Looking Ahead – Final Exam

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Question 1. 1. (TCO B) Faxco Incorporated is a business with 500 employees. The CEO of the company has recently learned, based on employee surveys, that the employees are not very happy with the company. In fact, the CEO is starting to believe that this may be the reason why Faxco is experiencing slower sales and a recent budget crisis which threatens to shut down the company in 3 years if it is not fixed.

You are a consultant and the CEO has asked you to visit the company for a week and analyze what might be going wrong. Here are your notes from the week:
(1) Attended Manager 1’s staff meeting. He has 200 employees working under him. Manager 1 talked about the recent budget problems that Faxco is having. He said, “It’s not like we didn’t know this was coming. The company makes a junky product compared to our competitors and half the time, I think the manufacturing department is cutting corners”. Overheard Manager 1 tell an employee, “I don’t blame anyone if they are looking for work elsewhere”.

(2) Overheard three employees talking after Manager 1’s staff meeting. Employees are upset about the idea that the manufacturing department might be cutting corners and creating junky products. The company advertises its products as having the finest quality and durability.

(3) Attended Manager 2’s staff meeting. He runs the Tech Department and has 20 employees. He was very upset with the Marketing Department. He stated, “Someone over in Marketing reported to the CEO that a computer technician from this department was rude to them. I did not even ask who it was that was supposedly being rude. I know we’re all techies in this department together and we don’t behave that way.” He also read an email from a customer who said that someone from the tech department was rude. His response was, “All these customers do is complain. It’s us versus them apparently, so we have to watch out”.
In light of what you learned in MGMT591, about Diversity, Job Satisfaction and Attitudes, please write up a neatly organized analysis for the CEO. (Points : 45)

Question 2. 2. (TCO E) Neff Incorporated is a small business with 100 employees and 4 managers.
Susan and Bob work are co-workers at Neff Incorporated. Ever since they were both assigned to work on Project X, they have been arguing about how to meet the goals of that project.
On Monday they get into a very loud argument about Project X, in the cafeteria during lunch break. Manager 1 is told about the argument and he sends out an email which says: “Greetings everyone. I heard that there may have been a small disagreement in the cafeteria at lunchtime. I just want you all to know that I appreciate the good work you are all doing on Project X. I know that everyone here really gets along even though a little workplace stress can sometimes build up. It is good that we have such a warm, friendly group of employees working here at Neff Incorporated”.
On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager 2 decides that she will deal with the situation this time. She sends them an email stating: “Susan and Bob, you have both worked here at Neff for 5 years and you have worked on many projects together. I know you are both passionate about our mission and goals here at Neff. I also know that you sometimes disagree with each other on how to meet those goals, but we need to look at the big picture. You are both on the same team and both working towards the same goals. Please do not let small disagreements get in the way of this.”
On Wednesday, Susan and Bob get into a third argument about Project X, in the cafeteria again. Manager 3 decides he is going to handle the situation this time. He sends them an email stating, “Susan and Bob, if you cannot get along and maintain professionalism here at Neff Incorporated, I will have no choice but to terminate you both. Consider this your written warning. These loud arguments in public must stop now”.
On Thursday, Susan finds that a small cup of water has spilled on her desk. She thinks it may have been Bob who did it but she is not sure. She quietly tells Manager 4 about the situation. Manager 4 asks Susan and Bob to come into her office. She says, “Ok, I understand that on Monday, Tuesday and Wednesday of this week you two had loud arguments in the cafeteria about Project X. Let’s talk this through in an orderly and respectful fashion. I’m handing you both a sheet of paper. Please list your disagreements about the Project and we will deal with them one by one. Let’s get this resolved today.”
Please list and discuss the conflict management strategies that are at play in this situation. Please state whether you think each of the strategies used by the managers here were appropriate and used in the proper order. Please defend your answer based on your analysis of the situation.
(Points : 45)

Question 3. 3. (TCO F) Eagle Standard Inc., (ESI) a major engineering firm, specializes in designing aircraft parts for government contracts. ESI employs project managers and 42 engineers who are divided into project groups of 6-7 members. The majority of project team leaders have spent time in France and Britain learning new technology.
The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter. The project has been ongoing for 18 months, and all six engineers have been with this project group since its inception, working together on all of these projects. Eagle 6 works well together.
However, the Eagle 6 team has the most technical project, and its engineers have been working too much overtime. The Senior project manager, Bruce Chalnick, interviewed and hired a new engineer to help out: Richard Hue. Richard has good qualifications and seems to be knowledgeable and motivated. The work is challenging and gives him the opportunity to showcase his computer skills and engineering knowledge. Two weeks in, he quickly became a contributing member of the team, showing initiative and the willingness to work overtime and weekends to research possible solutions to potential problems. Richard was particularly adept with the computer system and Bruce is ecstatic about his new hire. Richard is a loner, on and off the job. He is from Country X, a small island with a high power-distance culture; all of the other members of the team were born and raised in the USA.
After three months, Richard’s learning curve had just about peaked, and he began to suggest new ways of doing things. He offered to ‘mentor’ the other engineers but each time he was rebuffed. He then went to Bruce Chalnick and asked for another part of the program to work on. At that point a senior member of Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim stated he was speaking for the rest of the team, and said Richard is ‘stuck up’ and arrogant. Tim said he and the other team members felt Richard flaunts his education and knowledge, and none of them like him. In fact, they can’t stand him.
Bruce told Tim that Richard thinks that the rest of the team are slackers who talk about bowling and sports instead of working. Richard thinks he is disliked because he’s from Country X.
Bruce WANTS to keep everyone in the company, and more importantly within the team, so how should Bruce handle this problem? Detail what he should do by applying at least two conflict management methods to enhance group and team performance. Include roles and decision making in your response.
(Points : 45)

Question 4. 4. (TCO D) Identify the five stages of team development, and explain what happens at each stage. Give a specific example from your own experience to highlight one of the stages. (Points : 45)

Set 2 Questions

TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that contribute to understanding ourselves and others within the organizational behavior environment. (Points : 10)

1. (TCOs A & B) What is organizational learning? Why is it important for firms to emphasize organizational learning? (Points : 10)

2.(TCO D) Define the concept of social loafing. Why does social loafing occur? Give an example of social loafing and a suggestion for how to prevent it.(Points:20)

3.(TCO A, B) An organization is a collection of people working together within a given structure and culture to achieve a common purpose. Identify and describe the three components that assist the organization in meeting its goals and list any three of the five components of job satisfaction that contribute to a company meeting these goals.(Points:10)

4.(TCO D) Please define self-managing teams and identify three of the five tasks for which a true self- managing team is responsible.(Points:10)

Part B

1 .(TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the Board of Directors, has decided that it’s time to invest some time and capital in improving the corporate culture. The company has rebounded from a near calamity two years ago, and while it was a great scramble, the company survived and is in the strongest position ever. They knew that the culture had been strained by the episode and wanted sincerely to work to bring things back to “normal.” With the assistance of local HR offices, a case was made to the employee population that certain aspects of their current culture might have suffered over the past few years and that it was time to think about change. They announced that they would be undergoing an organizational culture review and that everyone’s opinion was valued. A whopping 79% of the employees participated in the survey that they administered. Senior management had worked with the consultants for a few months before the survey was given and had determined their “Ideal” scores. The survey confirmed their suspicions.
The table below provides you with the percentile scores from the employee population, the ideal scores from management, and the percentage point difference between management’s ideal and the actual results. The typical ideal score for companies is also given as a reference point. The overall cultural grouping for the individual cultural norms is also identified.
AllGoodThings.com Cultural Change Analysis Employee Results Management Ideal Results Gap Typical Ideal Results
11 Achievement Constructive Styles 41.0% 50.0% 9 78.0%
12 Self-Actualization 34.0% 50.0% 16 82.0%
1 Humanistic-Encouraging 34.0% 40.0% 6 85.0%
2 Affiliative 38.0% 40.0% 2 71.0%
3 Approval Passive -Defensive Styles 56.0% 22.0% -34 27.0%
4 Conventional 55.0% 15.0% -40 18.0%
5 Dependent 46.0% 20.0% -26 24.0%
6 Avoidance 71.0% 27.0% -44 27.0%
7 Oppositional Aggressive – Defensive Styles 63.0% 40.0% -23 45.0%
8 Power 41.0% 41.0% 0 30.0%
9 Competitive 51.0% 52.0% 1 42.0%
10 Perfectionistic 63.0% 68.0% 5 25.0%

Referencing the information presented above, please analyze the current culture at AllGoodThings.com.
•Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. Also, compare and contrast management’s ideal results with the typical ideal results.
•Identify the most significant gaps between management’s ideal and the actual results.
•What conclusions do you draw taking into account all of the facts presented and your analysis?
•Provide your recommendations for the nexttwo steps in the AllGoodThings.com change process.
•How would you prioritize and sequence the necessary change?

(Points : 40)

2.(TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement about the job. The employee’s familiar positive tone and high energy approach to the job and the workplace seem to be on the wane. You really don’t know what is going on with this person. But, you can try to start to understand this employee by examining various motivation theories. Use elements from each of Maslow’s theory, Herzberg’s Two-Factor theory, and Equity theory and assemble your own motivation theory to help you to start understanding this employee. Be sure to fully explain and define all elements that you use in your new model of motivation. Finally, compose a short case to demonstrate how your motivation model can actually be applied.(Points:40)

3.(TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both studies identified two basic forms of leader behaviors. What were the similarities in the findings from these two studies and what was the significance of the research? (Points:30)

4.(TCO A, B) In order to meet organizational goals and objectives management must comprehend organizational behavior in relationship to the functions of management. List and describe the management process functions and describe how the five personality traits contribute to the management process.(Points:30)

5.(TCO E, F) Identify and discuss the stages of conflict development. Based on news and events from around the world, please give an example of a recent conflict you have read or heard about and show how the conflict moved through the developmental stages we learned about in this course. (Points:10)

Set 3 Questions

1. (TCOs A and B) OB defines stress in terms of both work stressors and life stressors. Please identify four common sources of stress at work.

2. (TCO D) Referring to the team decision-making process, define consensus and unanimity, and explain the difference between the two.

3. (TCO E, F) Based on the value of leadership communication and conflict management skills presented in the course, list a minimum of five major conflict resolution techniques that allow managers to control dysfunctional conflict or increase conflict when too low between parties. Support each technique with a clear and concise example of a manager’s application of each technique during conflict resolution situations in the workplace.

4. (TCO G) Compare and contrast charismatic and transformational leadership styles. Provide two characteristics of each leadership style.

5. (TCO E and F) Identify and describe three upward communication methods that will enhance a manager’s listening skills

1. (TCO B) What is an attitude? Discuss the three basic components of an attitude. (45 points)

2. (TCO E) You lead a team of marketing professionals. At a recent team meeting, Curtis and Andrea got into an argument in front of you and are no longer speaking to each other. Curtis came to you and complained that Andrea always tries to get all of the attention. Andrea came to you with that same complaint about Curtis after the argument. Recently you and your entire team took the Life Styles Inventory (LSI). Andrea is Conventional while Curtis is Competitive. Your style is Humanistic-Encouraging. You plan to hold a meeting with the three of you. What four specific things will you cover and how will you approach each part of the communication differently based on the LSI results? (Points: 45)

3. (TCO F) You are the chair of the newly formed Campus Speaker Committee, a student organization that selects campus speakers. The funding for speakers selected by the committee comes from a wealthy, respected alumnus who wants more controversial speakers to speak to students on campus. The alumnus gave the school a $50,000 endowment earmarked for this purpose. However, his endowment is contingent upon students’ ability to choose speakers without interference from faculty and administration.
The Campus Speaker Committee has selected Representative Baker, a Republican member of Congress who is actively involved in a number of controversial political issues and is an alumnus of your college. The board of trustees for the college is thrilled with the choice of a conservative speaker, but many students on campus have given the announcement a lukewarm reception. Three days before the speaker’s scheduled visit, an article in the student newspaper reveals that Representative Baker was a member of a white supremacist group when he was in college. The article reports that the white supremacist group still exists, and it lists the group’s web site, which is full of racist statements. Many students and faculty are now denouncing the Campus Speaker Committee for inviting such a person. The trustees and the school’s president downplay the representative’s former involvement in the group and continue to support his speaking on campus. The committee now must meet to decide whether or not to revoke Representative Baker’s invitation to speak on campus.
Please respond to each of the following questions:
As the chair, consider potential barriers to effective communication and which communication strategies you would recommend to help committee members: a. to minimize the possibility of groupthink; b. to reach consensus if not unanimity. Why?
Specific conflict management (resolution and stimulation) techniques might help you to negotiate an optimal solution? Discuss. Why?
How will you use the “dimensions of conflict handling intentions” to address any conflict that may arise between committee members? Why?
(Points: 45)

4. (TCO D) Identify the five stages of team development, and explain what happens at each stage. Give a specific example from your own experience to highlight one of the stages. (Points : 45)

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MGMT 591 Leadership and Organizational Behavior week 8 _Final Exam