MGMT 591 Leadership and Organization Behavior


MGMT 591 Leadership and Organization Behavior
Please see the LSI content item under Week 1. Be sure to review the LSI PowerPoint tutorial before…



MGMT 591 Leadership and Organization Behavior

MGMT 591 Leadership and Organization Behavior

A+ Entire Course: Life Styles Inventory LSI| Course Project| Case Study| OCI| Discussions Week 1-7| Final Exam

MGMT 591 Leadership and Organization Behavior

Life Styles Inventory LSI Week 2 NEW

Please see the LSI content item under Week 1. Be sure to review the LSI PowerPoint tutorial before beginning work on the assignment.

Complete (on your own) the Life Styles Inventory according to the procedure outlined, so that you end up with your Life Styles Circumplex profile: 12 personal thinking style scores, with one score for each section of the circumplex. See the embedded link for additional information.

Write a three to five page paper examining and explaining your LSI results. Make sure to comply with the Grading Rubric provided. The required page count does not include the title page or table of contents. Hint: The table of contents should include the four topics in the grading rubric.


My primary thinking style is avoidance, which is one of the passive/defensive styles. These styles involve self-protecting behavior and thinking in order to fulfill one’s security needs, particularly in their interaction with other people.

In particular, the…

Course Project NEW

Week 3, 5, 7

Course Project Week 3

Submit a written Brief Proposal of Research containing the following (copied from Course Home/Course Project content item):

  1. a brief overview of the chosen organization and your role in it;
  2. a brief narrative description of the organizational problem that you would like to research and resolve;
  3. a preliminary problem statement in the form of a researchable question; and
  4. which TCO or textbook topic your problem is related to.


One problem that the author notices in his workplace is that employees often get fired for stealing money.  They presume that they will not get caught despite the presence of surveillance cameras.  In addition, the company does not grant overtime pay due to the large number of employees in…

Case Study Week 4

The case study for this week is Building a Coalition, which appears on page 580 of the textbook.

Each student is required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified below. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area. This analysis does require interpretation of the information, and there is no one right answer; however, you must explain and defend any assumptions you made, or conclusions resulting from your analysis, with citations from the text or from the case itself. There is no need to research outside sources for this paper. Your paper MUST include the following labeled sections:

Part I: Issues Identification 20Identify challenges or issues related to the formation of this new organization. (focus mainly on team dynamics)
Part II: Team Dynamics Foundations 30Provide a brief tutorial on key group and team dynamics concepts that you feel will be important for the executive development team to understand. Explain the concept and provide your rationale why this is an important consideration.
Part III: Evaluation 30Given the stakeholders (Woodson Foundation, Public School System, and NCPIE) involved in building a coalition to improve student outcomes, teacher turnover, and morale issues, identify, describe, and defend a blueprint to help the formation of this new team (coalition) with special attention to group dynamics.

What are the essential team building blocks that need to be considered in helping this new team come together and achieve agreement and unity of effort in achieving their goals?

What team processes will require special attention?

Part IV: Reflection 20Provide a summary of your assessment/recommendation and why you believe your courses of action will make a difference.


In the Building a Coalition case study, the various stakeholders–Woodson Foundation, the Public School System, and NCPIE—aim to establish measures and introduce improvements to the Washington, DC public system in order to improve…

Expended Research Proposal Week 5

Your Expanded Research Proposal is due this week. Refer to the Course Project content item under Course Home for the guidelines and grading rubrics.

Submit a written Expanded Research Proposal containing the following:

  1. Title page and Table of Contents
  2. Documentation of at least three initial scholarly sources from the library
  3. Expanded introduction to the organization
  4. Expanded description of your chosen problem
  5. Preliminary solution options (can be bullet points)
  6. Preliminary analysis of leadership and organizational behavior concepts addressed in the paper


One concept that will be used in this paper is the social and physical context of work. According to the job characteristics model (Robbins & Judge, 2015), majority of employees are satisfied and motivated when their intrinsic work tasks are engaging but that it’s also important for them to have good social relationships.

Job design features are…

MGMT 591 Leadership and Organization Behavior

Organizational Culture Inventory OCI Week 6

Go to the OCI and follow the instructions on the site. There are two steps to this assignment.

(1) Submit your OCI results to the Dropbox for this week (pdf or copy/paste into Word).

(2) Add three to five paragraphs about your learning experience impacted by the Organizational Culture Inventory (OCI).


Completing the OCI (Organizational Culture Inventory) shows that the OCI styles ranked most highly by the writer are Oppositional (98%); Avoidance (97%); and Conventional (95% and Approval (95%).  The Avoidance culture is seen in organizations that…

Course Project Week 7 NEW

Research Sources

  1. All papers must have a minimum of six scholarly sourcescited within the text of the paper and identified in the references section.
  2. Additional research sources can be attached in a bibliography.
  3. Review the following document for instructions on how to access and use EBSCOhost for your research:

Paper Format

  1. All papers should be double-spaced, using an 11- or 12-point font.
  2. The length of the paper is to be between 10 and 15 pages, not counting the cover page, table of contents, nor appendices.
  3. The first page should include the title of the work, student name, course number and title, date, and professor name.
  4. The second page should be a table of contents. It should, at a minimum, reflect the seven items listed in the Grading Rubric.
  5. Follow APA style for general format and citations (see the APA Guidelines Tutorial in the Syllabus).
  6. The paper sections must adhere to the guidelines below, and each section must be labeled in the text.
  7. The language should be clear, concise, and precise.
  8. The tone should be professional, consistent, and not filled with jargon.
  9. Grammar and syntax (sentence structure) must be correct.
  10. The report must be free of misspellings and typos.

Tables and Figures

  1. All figures and tables must be referred to in your text before they appear on the page.
    1. Figures and tables should appear on the same page as, or the page after, the text that refers to them.
  2. All figures and tables need captions. Captions go below figures and above tables.

Quotations and Citations

  1. Quotations and citations are crucial components of a research paper and must be present.
  2. Failure to properly cite research sources and borrowed ideas is plagiarism.
  3. Refer to the APA style guide for assistance with properly citing quoted or borrowed materials and ideas.


One problem that the author notices in his workplace is that employees often get fired for stealing money.  These employees presume that they will not get caught despite the presence of surveillance cameras.  In addition, the company does not grant overtime pay due to the large number of employees in the company.  The author believes that these two problems may be…

MGMT 591 Leadership and Organization Behavior

Discussions Week 1-7 All Posts 998 Pages

OB Challenges and The Individual: Diversity in Organizations Discussions Week 1 All Posts 137 Pages

OB Challenges Discussions 1 Week 1 All Posts 76 Pages

This week, our text discusses the definition of organizational behavior, and in particular, its applied focus. Our lesson focuses on high-performance organizations (HPOs). However, in order to become a HPO, an organization needs to navigate the complexities of the workforce as well as mitigate the challenges that exist. What are some of the biggest challenges and opportunities that exist for managers in using OB concepts? Give specific examples. How can the study of OB help organizations work through these challenges successfully? What does it mean–specifically–to treat employees as your most valuable asset? What is work-life balance all about? Why is this such an important concept for all leaders to understand?…

The Individual: Diversity in Organizations Discussions 2 Week 1 All Posts 61 Pages

People are so complicated, there’s so much going on inside each of them, much of what we think we know about each of them we don’t. That’s where perception, presumption, and attribution, not to mention stereotype, fail us. There is no one set path. Idiosyncratic is the best way to really describe people. Everyone is outside the box. Everyone is an exception to the rule. No one is “the average.” It is ultimately the only true diversity. That makes each person, each individual, one of kind. Nothing routine about any of them. Source: Adapted from Louis Scheimer, Valdosta State University. How can leaders help their followers maximize their learning while minimizing their pain?  Review the attached reading: Motivating Across Generations
1. Do you agree with the author’s basic premise, “The better you understand the unique combination of factors that motivates each generation, the better you can tap those motivators and gain the best combined effort from your entire team.”
2. What is the “unique combination of factors” the writer refers to?
3. What is the most important lesson you took away from this reading? …

Satisfied Workers + Individual Differences and Decision Making + Perception Discussions Week 2 All Posts 160 Pages

Satisfied Workers + Individual Differences Discussions 1 Week 2 All Posts 87 Pages

Our discussion this week focuses on the topics in Chapter 3-6 in the textbook. For starters…assume you are new to your job, and on the first day you have a conversation with your boss, who says, “Satisfied workers are productive workers.” Do you agree with her statement? Why? Why not? Please support your opinion with evidence from our readings. Please also remember to respond to your classmates’ posts to stimulate further discussion. I will also introduce discussion starters related to emotion and mood, personality and values, and emotional intelligence as the week unfolds. For clarity, what exactly is job satisfaction? What are the factors that influence satisfaction? Is this something leaders can control and influence?

  1. This one may be a challenge. Describe Moe Stein using the Big Five Personality Dimensions (p. 125 in textbook). Arguably, Mr. Stein has been a business success. How do you explain this in terms of the dimensions? Does he possess a dimension that should be inconsistent with success?
  2. Does Moe Stein experience job satisfaction? What do you believe contributes to this?
  3. What kind of emotions do you see surface in this case? Is there evidence of emotional contagion?
  4. Does Moe Stein have emotional intelligence (EI)? What would Moe’s son say? Analyze Stein in terms of the four EI competencies. Does the fact that Frank’s Sport Shop is located in the Bronx matter?…

Decision Making + Perception Discussions 2 Week 2 All Posts 73 Pages

Poor quality decisions are endemic in business today. As Paul Nutt remarked in his 2002 book, Why Decisions Fail, “Half of the decisions made in organizations fail, making failure far more prevalent than previously thought” (p. 22). Unfortunately, things have not improved dramatically since then.  Fortunately, we have a useful body of knowledge available to help us improve our decision making skill. We’ll begin with a case study to get at some basic decision making fundamentals coupled with additional material I’ll share as we explore this important topic.
Here is our case study on decision making. Discussion questions found at the end of the case document. Address only ONE question at a time. What is your assessment of the Admiral’s decision-making process? Consider the steps in the decision-making process. What steps were skipped or short-circuited?

  1. What type of decision making environment characterized the decision frame in this case? [Structured? Unstructured? Ambiguous? Uncertain?]
  2. What decision-making traps (biases) are evident in this case?
  3. If you were Kimmel’s advisor, what antidotes to the common biases and errors would you have suggested to help his decision-making process?
  4. What role does intuition play in the decision-making process?
  5. Do you see any evidence of groupthink in this case?
  6. Do you detect any individual differences or organizational constraints evident in this case impacting the decision-making process?
  7. Did you see any evidence of creative thinking in this case study?
  8. If you knew then what you know now, how would you have redesigned Kimmel’s structures and processes so that effective decision-making could occur?
  9. BONUS QUESTION: Apply the Paul & Elder model to critical thinking to identify any flaws in the Adm. Kimmel decision making process. Review the model here:

and here:
What is the most important lesson you take from this case?  Can the SUTFS partially explain Dr. Jones’s dilemma?…

Application of Motivation Theories and Job Characteristics Model + Rewards/Recognition Discussions Week 3 All Posts 164 Pages

Application of Motivation Theories Discussions 1 Week 3 All Posts 81 Pages

CLASS…here is our case study on motivation for this week. Concentrate your efforts on helping the class understand the varied motivation theories in our readings this week. Description:
This case centers on a newly minted college graduate who takes a position as an assistant manager at a family-owned chain of video outlets. The new assistant manager’s interactions with his immediate boss, the family’s son, and the owners make for an interesting dynamic for our study of motivation theories this week….Provide an explanation why Robert quit his job using ONE of the following motivation theories.

  • Maslow’s Needs Hierarchy
  • Alderfer’s ERG–>
  • Herzberg’s Two-Factor Theory
  • Theory X, Theory Y
  • McClelland’s Learned Needs Theory
  • Vroom’s Expectancy Theory
  • Equity Theory
  • Locke’s Goal Setting Theory
  • Self-Efficacy Theory
  • Reinforcement Theory
  • Procedural Justice
  • Bonus: Self-Determination Theory
  • Bonus: Integrative Theory of Motivation (Exhibit 7-9, p. 208)

What is the purpose of teaching motivation skills to managers? Should managers learn these skills so they can help employees reach their potential? Or are we teaching these skills to managers so they can more effectively manipulate their employees’ behavior? What do you think?…

Job Characteristics Model + Rewards/Recognition Discussions 2 Week 3 Keller All Posts 83 Pages

In Chapter 8 our authors introduce the Job Characteristics Model. Please open the attached excel spreadsheet– Job Diagnostic Survey. Click on the survey tab at the bottom of the sheet and complete the survey. Note that there are 5 tabs…introduction, survey, results, graph of your results, and tutorial.
Post your Motivating Potential Score (MPS) with a shortened title describing the job for which the score applies. Then describe specific things that can be done to enrich the job using the core job dimensions identified by the job characteristics model. What obstacles would have to be overcome to apply the model to this particular job? [Please list the scores for each of the 5 core job dimensions as well]

So what does this mean? Why should we care about someone’s MPS score?
How does this model compare to the process and content models of motivation we’re discovering in our other thread?…

What Constitutes a Team? A Lesson in Team Building Discussions Week 4 All Posts 119 Pages

What Constitutes a Team? Discussions 1 Week 4 All Posts 70 Pages

CLASS….here is our group and team dynamics case study for this week.


  1. What is the difference between a group and a team? When is a team structure appropriate?
  2. What characteristics define a high performing team?
  3. What is your evaluation of the Fore software team’s process? What were the root causes of the team’s process problems? [In your response define for us what we mean by team process]
  4. What were the strengths of the Fore team? Weaknesses?
  5. Were the differences among the team members a liability or an asset?
  6. How effective has Scott been in leading the Fore software development team? What actions most affected group performance positively or negatively?
  7. Why is the jump to first-time manager so difficult?
  8. Consider the team’s culture: What are the values and norms? What does the team do that is not required but nonetheless affects its performance for better or worse? Why is the culture the way it is?
  9. Research shows that teams go through predictable stages. Using the stages of group development model introduced in the text, assess Matt’s team development cycle. Did the team truly reach the Performing stage? Why or why not?
  10. Consider leadership style: What kind of leadership style is required by a team leader? What is Matt’s leadership style? How might his style affect the culture and outcomes of his team?
  11. Who was most influential on this team? Least influential?
  12. What is the impact of bringing individuals into a preexisting network (team)? Does this have a positive or negative influence on the relationships between all other parts of that collective?
  13. What if anything, should Scott have done earlier to avoid the team’s problems?
  14. At the end of the case, what actions could Matt have taken to increase the team’s effectiveness?
  15. Discuss how a knowledge of any ONE of the following group/team concepts could have benefited Scott:
ü  Roles and role dynamics

ü  Team norms

ü  Status

ü  Cohesion

ü  Team size

ü  Group/team composition

ü  Conflict management

ü  Collaboration

ü  Team charter

ü  Clarifying purpose

ü  Team leadership

ü  Influence


ü  Team structure

ü  Decision making—how do we make decisions

ü  Goals and rewards

ü  Social loafing

ü  Team building

ü  Task and maintenance processes

ü  Communication—how do we communicate

ü  Creating a team culture


16. What key lessons can we take from this case about managing teams?

So…we can say we want our team to demonstrate selflessness, be a strong family, and communicate. But how does a team make this happen? What is the process to get to these behaviors? How are they enforced?…

A Lesson in Team Building Discussions 2 Week 4 All Posts 49 Pages

“Help! I have just been assigned to head a new product design team at my company. The division manager has high expectations for the team and for myself, but I have been a technical design engineer for four years since graduating from college. I have never managed anyone, let alone led a team. The manager keeps talking about her confidence that I will be very good at creating lots of teamwork. Does anyone out there have any tips to help me master this challenge? Help!”

You immediately start to formulate your recommendations. What are the three key things you will advise her to do, and why those three first? Is there a danger in too much cohesion? Please review Six Common Misperceptions about Teamwork by Prof. Hackman, Harvard University.
Do any of his misperceptions surprise you? Why or why not? Check out “What Makes Teams Work?, Fastcompany

  1. There are several different perspectives on team effectiveness subscribed to by the practitioners in this article. What are the similarities and differences of their approaches?
  2. How do these actual experiences with teams compare to the academic literature on teams in organizations?
  3. Do different organizations require differing approaches to team formation? Why or why not?…

Communication + Conflict and Leadership Discussions Week 5 All Posts 157 Pages

Communication + Conflict Discussions 1 Week 5 All Posts 78 Pages

Class…here is our case study on conflict and communication. MR. HART & MR. BING


  1. Based on the discussion of the elements of communication process [Exhibit 11-1] in your text, where are the breakdowns in communications occurring in this case?
  2. What barriers to effective communication are presented in this case?
  3. What in your opinion must be done to improve communication between Mr. Hart and Mr. Bing?
  4. What questions regarding interpersonal communication remain unanswered?


  1. What type of conflict exists in this case? Loci?
  2. What stage of the conflict process is evident in this case? Explain.
  3. What are the antecedents that contribute to the conflict in this case?
  4. What recommendations do you have for resolving the conflict? Use our text framework on dimensions of conflict-handling intention (Exhibit 14-2)
  5. Do you see any opportunity where negotiation might be useful here? Use concepts from our chapter reading pp. 411-423.
  6. Which conflict resolution style would likely be ineffective?
  7. What questions regarding conflict management remain unanswered?

Is there one style that’s more like the natural you and one that you’ve started to adopt based on your current team or organization culture? Where do you think that style evolved from? Which style rings true for you? Which is most like you on a bad day?…

Leadership Discussions 2 Week 5 All Posts 79 Pages

CLASS…here is our leadership case study for this week–Tale of Two Leaders.
PLUS as part of our coverage of leadership, complete the Personal Power Profile assessment in my first thread and share your results.
NOTE: Toward the end of the week, look for my discussion topics on followership and organizational politics.


  1. Is Dunlap an effective leader? Abrashoff? Why or why not?
    1. Is there a difference between a successful and effective leader?
    2. What is the most effective style of leading? Is it better to be loved or feared?
  2. What types of managerial behaviors did Dunlap exhibit? Abrahsoff? Identify examples of effective and ineffective behaviors exhibited by both leaders.
  3. What do you think the LSI profile of each leader would reveal?
  4. What leadership traits caused Dunlap to experience initial career success but eventual derailment? What traits contributed to Mike Abrashoff’s success? [Consider Fig. 13.1(p. 307) in your text]
  5. Describe the leadership style of each leader using anyone one of the contingency (situational) theories (e.g., Fielder, House’s Path-Goal Theory, Hersey & Blanchard’s Situational Leadership Theory).
  6. Do any of the inspirational leadership perspectives (charismatic, transformational, transactional) apply in this case? Explain.
  7. Are any of the moral leadership theories (ethical, authentic, servant, and spiritual) manifested in this case? Explain.
  8. Are the leaders in your organization like those described here? What effect do they have on the motivation of their followers? Is there something of them in you?
  9. What type and how much power and influence did Dunlap have over his subordinates? What counter power did the employees have over Dunlap? What is the long-term effect of this type of leadership on the output and well-being of the organization?
  10. How did Dunlap get away with being so bad for so long? Can an organization afford to have these kinds of leaders continue to lead others?
  11. Do you see any evidence of organizational politics in this case? Do you think organizations can order the end of power and politics in their organizations?
  12. What prevents leaders such as Dunlap from growing, learning, and changing?
  13. Abrashoff or Dunlap, whom would you hire?
  14. What lessons does this case illustrate about effective leadership?

CLASS….Check out this fantastic 3 minute TED video.
QUESTIONS (Pick one):
+  In the video, what is some of the terminology the narrator uses that shows that he recognizes the importance of the term “followership?”
+  In the video, the narrator says that the leader embraces the first follower as an equal. Remember a time when you embraced as an equal or felt empowered as a follower. What caused you to feel this way? What role does the leader play in empowering followers?
+  In the video, the narrator says that new followers emulate followers – not the leaders? Do you agree or disagree?
+  In the video, the narrator says that leadership is over-glorified. Do you agree or disagree?
+  What’s it like to be a follower in a situation/organization/context with traditional (industrial) mindset of followership? How is it the same or different from a context with a post-industrial mindset of followership?
+  Have your thoughts on followers changed from this exercise? How? Are there ideas about followership that warrant more thought?…

Organizational Culture + OCI and Organizational Structure + Design Discussions Week 6 All Posts 155 Pages

Organizational Culture + OCI Discussions 1 Week 6 All Posts 101 Pages

CLASS…Here is our case study on organizational culture.
Please see my first thread posting. Also share your OCI results in the threads.

Zappos Culture

  1. How would you describe the corporate culture at Zappos? Is it an asset or liability? Explain.
  2. If we administered a culture survey to all Zappos employees and management, do you think the espoused culture as described by management would match the culture expressed by the employees? Why or why not?
  3. What effect does Zappos culture have on teamwork, job satisfaction, turnover, and performance?
  4. A company’s corporate culture is mirrored in the character or “personality” of its work environment. Our text discusses three levels of analysis in studying organizational culture. Provide an example from the case or video that illustrates an observable aspect of the culture, shared values, and common assumptions.
  5.  What is the relationship between Zappos’s culture and its business strategy? Why is this important?
  6. Evaluate why you think the culture at Zappos continues to work for them
    despite the many changes in the company over the years.
  7. Do you think Zappos can continue to successfully maintain their culture now that they are merging with Or will the culture morph into something else?
  8. Can Zappos competitors copy their culture? Why or why not? What’s your take on the Zappos seminars to teach others how to emulate its culture?
  9. How and when do cultures typically change and adapt?  Do you think it would
    be difficult to change the corporate culture at Zappos?
  10. Did you ever work at a company or organization with a distinct corporate
    culture?  Do smaller firms have a corporate culture?  What and who shapes that
    culture at small firms or large corporations? Explain.
  11.  Do you think you would be a good fit with the culture at Zappos?
    Explain.  Why is it so important to make sure you fit with the culture at a
    company before you take a job?  What methods do companies use to try and figure
    out if you could both do the job and fit in with the culture?  Why is a good
    fit also important for a company?
  12. What is an important “take away” the Zappos case offers?
  13. Changing a company culture that is unhealthy or dysfunctional is among the toughest management tasks because of the heavy anchor of ingrained behaviors and ways of doing things. Naturally, employees will be reluctant to change and will want to maintain the status quo. Assume you’ve been charged with implementing a culture change at Zappos or any other organization. Help the class understand some of the issues and planning steps you would consider in making a compelling case for culture change as well as implementing the culture-change effort.

With respect to your own organization, ask yourself these questions: Do you know your own culture? Can you articulate it? Is your culture “okay”, but not great? Is cultural change needed? If you know that your culture is weak, but the organization is still performing, is the performance sustainable under those circumstances? Is the impetus for change there?…

Organizational Structure + Design Discussions 2 Week 6 All 54 Posts Pages

CLASS…here is our case study on organization design and structure.
Self-assessment: Organizational Design Preference…


READ the  June 2014 Talent Management article GOIN ROWE at (attached).

Then address the following questions. Do NOT try to answer all the questions at one time. Respond to ONE question initially. We’ll try to cover all the questions over the course of the week. Feel free to raise other issues as well related to organization structure and design (and what you read in the text).

  1. How would you classify the structure (see section in text “Common Organizational Designs”)? Defend your answer.
  2. Evaluate design in terms of the six elements of  organization structure discussed in your text.
  3. What is the driving force behind shift to the new way of organizing work? Does the new structure match the strategy?
  4. What are the key factors in success in facilitating the use of ROWE, results-only work environment?
  5. What kind of skills, ability, and employee characteristics are required to successfully work in this new environment?
  6. What is the post-geographic office referred to in the reading and how does it differ from the more traditional organization structures discussed in the chapter readings?
  7. What are some critical elements that should be considered when designing virtual work?
  8. Is hierarchy dead at Is hierarchy a good or bad thing?
  9. What effect does the new structure have on spans of control. Define the concept. What is the optimal span of control?
  10. How does the nature of technology influence its organization design?
  11. What challenges will face as they work to sustain the transition to ROWE?  Do you think are the most important sources of resistance to the new design?
  12. Is structure relatively mechanistic or organic in nature? Complete Organization Assessment to help you in this assessment.
  13. What integrating mechanisms do you think does use to coordinate its activities? To what degree does the organization standardize its activities, and how does it do this?
  14. Would you say the organization is highly differentiated (the grouping of people and tasks)? Highly integrated (coordinating the activities of different divisions and functions)? Is there a balance between integration and differentiation?
  15. Would the paradigm work in your own organization? Why or why not?
  16. Give an example of a specific company you know that fits each of the following organization forms: functional, divisional, matrix, hybrid, or virtual.
  17. What unanswered question about organization design and structure do you have?

Does ROWE ask more of the managers or the employees? Please review Gary Hamel’s article “Most of Us Are Working In Big Bureaucratic Organizations Then Ever Before” Do you agree with his thesis that bureaucracy  is a cancer that eats away at economic productivity and organizational resilience? Sylbanus…why is this important?…

Resistance to Change and Stress Management + Performance Management Discussions Week 7 All Posts 106 Pages

Resistance to Change Discussions 1 Week 7 All Posts 60 Pages

CLASS…here is our case study on change for this week. Although a simple example of a change initiative gone wrong, it offers us many lessons to explore the full spectrum of change management issues. Focus all your efforts on this case study this week! I look forward to your comments and analysis in the threads.
Note: I will add further topics related to resistance and change as the week unfolds.


Using what you’ve learned from your reading and class discussion about organizational change theories and principles, analyze and explain the situation in the JMU postal service warehouse.

Be sure to apply any of the following points in your analysis:

  • Drivers for change
  • Resistance to change
  • Lewin 3-phase change model or Kotter’s 8-step model
  • Force Field Analysis
  • Organizational Development, Appreciative Inquiry
  • Culture and Change
  • Learning Organization

Why do people resist change? Part of the answer lies  in the concept of locus of control. Who is driving the change? Who is influencing its course? Basically, whose change is it?…

Stress Management + Performance Management Discussions 2 Week 7 All Posts 46 Pages

Currently, a quarter of all employees view their jobs as the number one stressor in their lives. The World Health Organization describes stress as the. Many of us now work in constantly connected, always-on, highly demanding work cultures where stress and the risk of burnout are widespread.
This is a problem that costs U.S. businesses significant losses in terms of productivity, increases in worker’s compensation claims, increased turnover, and increased health-care costs.  Workers will experience job stress at some point in their lives. But what effect does it have on our health? According to new research, work stress damages our health just as much as exposure to secondhand cigarette smoke.
The effects of stress exist on a bell curve— that is, some is good, but too much becomes bad: As the nervous system secretes more and more stress hormones, performance increases, but up to a point; after that tipping point, performance begins to suffer as the hormones continue to flow. Because stress is a threat to productivity and employee well-being, it is important we spend some time on this topic this week.
Review the chapter reading on stress. Complete the attached stress self-assessment. Sharing your results with the class is optional.
Let’s begin our discourse on stress management by starting with Case 5 in our textbook (copy resides in doc sharing).

Class…review the 9 ways successful people defeat stress at the following link.
1. What did you read that surprised you?
2. What is your top 1-2 takeaways that you want to act on?
3. What behaviors do you want to change?

9 Ways Successful People Defeat Stress.docx

What do you think about performance reviews? I am confident we all have experience and thoughts about this topic. Robbins and Judge discuss performance evaluation in Chapter 17 beginning on p. 511. Please read this section and the attached story that follows before considering a response to any of the questions provided at the end.

Week 7 Chap 17 Performance Management.docx

Do you think this is a good approach? Would you add another “enabler?”…

MGMT 591 Leadership and Organization Behavior

Final Exam

(TCO 1 and 2) If your boss was not sure it would be worth the investment to change the company’s hiring practices to include an evaluation of applicants’ attitudes, what would you tell him or her? (Points : 10)

I would tell him or her that evaluating employees’ attitudes is…

(TCO 4) What is groupthink? Why can groupthink be detrimental to effective group functioning? (Points : 10)

Groupthink describes situations where group pressures to…

(TCO 5) Provide some suggestions for improving performance evaluations. (Points : 10)

One suggestion is to use multiple evaluators.  This increases the accuracy of the…

(TCO 5) Define power from an organizational behavior perspective. What is the difference between power and influence? Provide an example to illuminate your response. (Points : 10)

Power is the capacity that one has to influence the behavior of another so that the other…

(TCO C) How does the job characteristics model motivate employees? (Points : 10)

It motivates employees in that it enables them to meet their intrinsic needs. In particular…

(TCO 2) You are the manager of a business that cleans airliners. You are contracted by airlines to perform quick cleanups on planes between flights as well as more extensive cleanings while planes are parked overnight. The airline industry is facing financial pressures and these pressures have trickled down to you. The airlines are having their planes cleaned less often and, as a result, they are dirtier when they are cleaned. It also seems like passengers are increasingly likely to leave really gross stuff behind.
The work is difficult. Your employees have not received raises in some time, and it is likely that they won’t receive raises in the near future. The employees, individually and as a group, are quite open about not liking their jobs. Your managers are placing pressure on you to make the employees more productive. You subscribe to the theory that workers who are more satisfied with their jobs are more productive. You cannot give the employees raises but you do have a very limited amount of discretionary funds. What can you do to increase the workers’ level of job satisfaction? Provide five specific steps you could take. (Points : 45)

Some of the factors that cause job satisfaction are interesting jobs that provide training, variety, independence, and control. Other factors…

(TCO 5) 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)

First, I will ask them what the nature of the conflict is and how it has led to the current situation. During this…

(TCO 5) William Smith and Julia Morin met each other during cycling competitions in Brooklyn, New York two years ago. Each of them worked in specialty bicycle shops in Manhattan as high-end mechanical technicians. Recently, they began to ‘dream’ about the possibility of combining the two shops; then, starting up a third shop in Brooklyn. Their shop owners loved the idea, but the twenty-five current employees in each of the downtown Manhattan shops considered the start-up store in Brooklyn a threat.
William and Julia are faced with resolving this intragroup conflict for both shop owners before they will agree to consider working together to sponsor the financing for a third shop in a borough of New York and outside New York City. Another challenge they must overcome is the group dynamics in each of their bike shops given each considers the other a primary competitor. This conflict has been going on for the past ten years since each shop opened. Now, they must convince the owners that their employees can become team players given their technical and customer expertise.
You are close friends with William and Julia, who seek your advice and input before they meet with their bosses to propose their strategy for trying to turn individuals into team players. They have set up a get-together in a favorite local bistro to take notes and draft their presentation the next day.
Analyze the intragroup conflict and dynamics in this case study and prepare a written plan for William and Julia to put into action. Reflect on the course materials; then, explain how start-up organizations can create team players. Substantiate your reasoning using APA citations for referencing resources applied to make your case to William and Julia. They are counting on your expertise and input before their important meeting. (Points : 45)

Team formation involves five stages, namely the forming, storming, norming, performing, and adjourning stages (Robbins & Judge, 2015). The forming stage is…

(TCOs 3 & 4) Managers and leaders must possess good communication skills in order to be successful and achieve their goals. However, there are many barriers to effective communication. Please describe five common barriers to effective communication that managers and leaders often need to overcome. Evaluate each of the five barrier’s significance to the communication process. Then identify an action that a manager or leader could take to overcome each barrier. (Points : 45)

Five common barriers to effective communication include the following: filtering, selective perception, information…

(TCOs 3 & 4) Identify the five stages of team development and explain what happens at each stage.  Give a specific example from your experience to highlight one of the stages.  (Points : 45)

The five stages of team development are…

(TCO 1, 2) Identify the main elements included in affective events theory.  Select any two of these elements and provide an example of how the factor can influence an employee’s job performance and satisfaction.  (Points : 10)

The main elements in the affective events theory include…

(TCO 5) Describe the communications process in detail, including all key parts and their particular function, as well as movement of the communications. Provide examples of each part and elaborate on each example.  (Points : 45)

 (Points : 45)

Communication refers to the process of transmitting and receiving messages, whether…

(TCO 2) What is an attitude? Discuss the three basic components of an attitude. Conclude by discussing why managers or leaders need to understand the attitude concept? (Points: 45)

Attitude refers to the organization of behavioral tendencies, feelings, and beliefs towards socially significant…

(TCO 5) Identify and define four of the seven key elements in the communication process. Give a specific example of a possible breakdown in a communication flow. (Points: 10)

The seven key elements in the communication process are the…

(TCO 4) Describe Lewin’s three-step model used for managing change. (Points: 10)

Lewin’s three-step model of change indicates that change…

(TCO 5) 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 six to seven 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 United States.

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)

The two conflict management methods Bruce can use are smoothing and…

MGMT 591 Leadership and Organization Behavior