Final exam with only questions from unit 10-12

Question 1

What is a Halo Effect?

Answer 1

• A rater forms an overall impression about an object and then uses that impression to bias rating about the object.
Example of Halo Effect:
• Teacher’s pets are treated differently because they are viewed as smarter, or brilliant. When really they are just suck-ups.
• Rating a professor High on the teaching dimensions of ability to motivate students, knowledge, and communication because we like him or her.

Question 2

How do we make ethical decisions?

Answer 2

Ethical decision making is not a rational process. We do not go through our value system. It is generally done in three steps:

1. Evaluate whether or not it is an ethical decision
   a. What is the value of the decision—stealing a pencil or $1 million
   b. What are the social ramifications? What will others think?
2. Intuitively make the decision
3. Go back, post facto, and rationalize the decision against our value system

Therefore: Our intuition must be value-based. If not, we will not make ethical decisions.

Question 3

Based on the research evidence, which of the following statements about group decision making is true?
a. Sharing tacit knowledge decreases decision quality
b. Following the rational model of decision making leads to higher-quality decisions
c. Groups should be as large as possible
D. To maximize group efficiency, managers should create an environment where participants feel free to participate and express their opinions
e. Knowledge management is not feasible with groups containing over 100 members

Answer 3

D. To maximize group efficiency, managers should create an environment where participants feel free to participate and express their opinions

Question 4

Goldman Sach's has an elaborate interview process associated with their hiring strategy. This process has become legendary in the area. Thus, the stories circulating around their HR practices serve to exemplify their \_\_\_\_\_. 
a. Mission statement
b. Corporate plan
C. Organizational culture
d. Social type
e. Network affiliation

Answer 4

C. Organizational culture

Question 5

Functional (productive) conflict _____.
a. Is decreased by the devil’s advocacy technique
b. Is decreased by the dialectic method
C. Serves the interests of the organization
d. Is a method of alternative dispute resolution
e. Threatens the organization’s interests

Answer 5

C. Serves the interests of the organization

Question 6

Stress triggers a \_\_\_\_\_ or \_\_\_\_\_ response. 
a. Alarm; exhaustion
B. Fight; flight
c. Physiological; cognitive
d. Control; surrender
e. Immediate; delayed

Answer 6

B. Fight; flight

Question 7

Kurt Lewin’s Three Step Model (12,5).

Answer 7

This is one of the most widely used models. See page 651 in your text book.

Look carefully at the concept of “driving forces” and “restraining forces” at the bottom of the page. The status quo is equilibrium between these forces. For change to occur there must be a change in the equilibrium…this is “unfreezing.”

Unfreezing is the great forgotten step in change management. It must occur in order for change to occur.

Question 8

What style of conflict should be used to put a child to bed?

Answer 8

Let us go back to a model we have already seen before (see transparency). The five styles are competing, avoiding, accommodating, compromising and problem-solving.

Each of these five styles can be viewed in terms of six dimensions: assertiveness, cooperativeness, disclosiveness, empowerment, activeness and flexibility.

These styles and dimensions describe the way people choose to approach conflict. The research shows that these styles are fairly stable for each individual, and are habitual ways of dealing with conflict; we are able to change them, depending on the situation.

The most effective way to resolve conflicts is to be more flexible in the use of these styles. A style should match the situation. Styles reflect the orientation of the individual to the conflict, but since conflict is an interdependency, the interlocking actions of the participants must be taken into account.

Let’s examine these styles. The chart shows the relationship of the five styles along the two broad variables of assertiveness and cooperativeness.

1. Competing. Highly assertive, Low cooperation (High task, low affect). The primary emphasis is satisfying the individual’s own concerns at the disregard of others. They are active and make their demands apparent, but often hide their true motives. Their flexibility is low. They avoid sacrificing their goals and instead try to compel others to accept their position by controlling power and communication. There are two major variants of competing:
   Forcing parties. Pure power. Use all means to get their way. There is no concern or understanding for the other person’s position, nor any effort to protect future relationships

Contending parties. A softer form. It is more flexible, as long as the flexibility doesn’t threaten or prevent the party from obtaining a goal. Contenders express more empathy for the other parties, but don’t give up their goals. They try to explain their actions, but don’t abandon them.

Competing styles tend to be selected when the outcomes of the conflict are very important to them and when achieving agreement through other means appears unlikely.
5. Problem Solving. Highly assertive and highly cooperative (high task and affect). No flavors.

This conflict style has received the most attention because its goal is win-win. It is doubtful that this can always be achieved. However, problem solvers are generally pleased with themselves and are enthusiastic about their solution, so they tend to be more supportive. This can promote the implementation of any solution.

There are a number of traits of problem solvers:

1. They have a strongly vested interest in the outcome
2. They believe that all people involved in the conflict have a potential to resolve it.
3. They recognize that the conflict is a relationship between the individuals.
4. They are concerned with resolving the problem, and not accommodating each other. They do not believe in polarities
5. They are problem-minded instead of setting fixed positions. They think that resolution comes through a joint effort.
6. They realize that both sides have a point…they don’t think that one side is completely wrong or right
7. They try to understand the other person’s point of view.
8. They view the conflict objectively.
9. They examine their own attitudes and emotions and try to control them.
10. They understand that there are less effective, win-lose methods of conflict resolution
11. They attempt to prevent face-saving situations.
12. They minimize the effect of status differences
13. They are aware of the limitations of presenting evidence.

Question 9

There are two general strategies: (10,4)

Answer 9

Distributive Bargaining (also called Positional Bargaining). This style assumes a FIXED PIE. That is the parties believe there is only a set amount of goods or services to be divided up. Therefore fixed pie negotiations are zero-sum games…every dollar in your pocket is a dollar out of mine.

Integrative Bargaining. Integrative bargaining operates under the assumption that there exists more than one settlement possibility. This opens the possibility for a win-win. In the unit on conflict resolution, we called this the “problem solving” approach.

It is generally considered that integrative bargaining is superior to distributive bargaining. Is this true? Can you think of cases in which either one might be superior?

Distributive:

True Polarities
Actual Fixed Pies
Irrational parties
Small or insignificant stakes

Integrative:

All other cases. Give an example from JC Penny?

Question 10

Strong cultures: (11,1)

Answer 10

A strong culture is one that exercises great influence on employees. It is not a “good” culture, but simply one that drives the employees’ actions.

Advantages:  corporate citizenship, group cohesion, team players, synergy.
Disadvantages:  Groupthink, loss of diversity, lack of argumentativeness.

Question 11

Creating culture: (11,2)

Answer 11

Culture is the sum of its parts. Culture can be created by the following:

	Rituals
	Stories
	Symbols
	Esoteric language (acronyms)
	Rules (written and unwritten)
	Practices (e.g. car sales by haggling)  

Corporate culture versus national culture

Question 12

Organizational Structures (11,3)

Answer 12

Traditional, vertical structures are like those seen in Figure 17-1 (page 504 of the textbook).

“Organic structures” are those described in pages 510-513 of your textbook.

Which is best? Much depends on the nature of the work. This has the following factors:

Size—span of control  (page 503 of the textbook)
Technology—software development as an example
Communication—up, down, sideways, cross-organizational, cross-industry (e.g Boeing-				      United Airlines), public.
Environment (e.g. Precision Plastics

Question 13

When are human resources assets?

Answer 13

Unique skills
Difficult to replicate

How do we treat people if we don't consider them assets?  
	Still human beings
	We need corporate citizenship
		Image issues
		Customer service
		Pilferage and sabotage

Question 14

What are the two causes of stress in the workplace? How do we know when somebody is under stress?

Answer 14

experience and importance

Question 15

What is the difference between the “medical model” and the “behaviorist model?”

Answer 15

Behaviorism looks at the behavior itself as the issue, and does not seek a cause of the behavior.

The medical model seeks underlying causes of behavior, and strives to treat the cause instead of the behavior. Many of you gave me more detail, which was rewarded accordingly

Question 16

Recruiting and hiring—Criterion-based Hiring (11,7)

Answer 16

1. Define job success (hire for the job or for the company)
   
   2. Determine best measures (testing, interviews, references etc.)
   3. Unbiased administration of selection tools
   4. Indoctrination—preparing new employees to do the job
   5. Career planning

Question 17

What is BATNA? How would you go about determining your BATNA?

Answer 17

BATNA is the best alternative to a negotiated agreement. It is your bottom line, or “walk away” point. You determine your BATNA by deciding at what point other alternatives are better than the agreement you may be getting from the negotiation. That is, if you have $25,000 to spend on a car, and the dealer’s lowest price is $38,000, then you can’t make a deal. You will need to walk away from the negotiation and find a car in your price range. You have alternatives that fit your budget, and you will need to walk away from this deal and find one that you can afford. Remember, your BATNA is not what you WANT to pay, but the lowest (or highest, depending on what you are negotiating) you can spend until you look for other alternatives. BATNA is not the price at which you agree, and it is not the process of bargaining.
1. Preparation: What is the nature of the conflict or issue to be resolved? What is the history leading up to it? Who is involved and how? What are their respective perceptions of the issues?

In the preparation phase, you develop two important issues:

What do I want?  
What will I settle for?

There is a third issue that does not lead directly to agreement, but you must consider:

BATNA:  Best Alternative to a Negotiated Agreement

If I don’t settle, at what point do I walk away? This is the point at which other options are more beneficial to me than the negotiated agreement.

Sadly, many negotiators SKIP step one. These people have a name: LOSER. They tend to lose in distributive bargains. Preparation is the key to a successful negotiation.

2. Definition. Ground rules need to be established between parties. Who will negotiate? What are the time limits? Where? When? Etc. This can be formal or informal, but it will happen whether or not you plan for it.
3. Clarification. Initial positions are exchanged. Parties will explain, amplify, clarify, bolster, justify and support initial demands and positions. Documentation is presented.
4. Bargaining…bargaining
5. Closure. A negotiated agreement is worthless if not implemented. The parties determine HOW the agreement is to be brought into force.

Question 18

40. In class, we discussed the difficulty in getting people to change, and several possible approaches to try to get people to embrace change. What are these approaches, and which is the most effective?

Answer 18

The approaches are:

a. Rapid change. Do change quickly and all at once. The theory is that since change can be painful and difficult, it is best to do it all at once—like ripping off a Bandaid.
b. Gradual change. The theory is that easing people into the process of change will allow them time to acclimate. This should make change easier and more acceptable to those who normally would resist.
c. The use of “change agents” or “champions of change.” This approach means collecting a few people first to convince them of the necessity of change. Then, these people are used to convince others in the organization of the necessity of change.

Research has not been able to show that any of these three methods are superior to another. Each approach has been successful, and each has failed.

Question 19

How do you best create change in an organization? (12,8)

Answer 19

There are three primary approaches:

Quick change. Plan the change and do it in one quick step. Revolutionary change.

Gradual change. Implement the change over a period of time. Evolutionary change.

Use of Change Agents. Recruit people within the organization to champion change. These people become the missionaries of change in the organization.

Research shows that none of these methods is superior to any other. All work in some cases, and none work in others. There is no one particular way to best effect change.

Question 20

In a group presentation, we discussed the book, “Who Moved My Cheese?” In the story, what does “cheese” represent? What does moving the cheese represent? What should you do if your cheese has been moved?

Answer 20

Cheese represents anything of value to you. It could be money, your job, or things from your family life. Moving the cheese represents change. The book argues that change is something that will always happen in life and that it is unavoidable. Moving the cheese suggests that unexpected changes can occur and the book explains how one should act when change happens. The author suggests that we embrace change. That is, if someone moves our cheese, we should work hard to find new cheese—run through the maze until we find it. We should not assume that change will never occur, nor try to recapture the past.

Question 21

45. In class, we talked about six different ways companies create an organizational culture. Pick one and give an example.

Answer 21

The six ways we discussed were:

	Rituals
	Stories
	Symbols
	Esoteric language (acronyms)
	Rules (written and unwritten)
	Practices (e.g. car sales by haggling)  

You can take examples from anywhere. In the J.C. Penney’s case, we talked about things like dress code. This was a rule at that company. I mentioned the case of George. A. Hormel and the meat packing plant. There were stories surrounding, “what would George have done?” We talked about military acronyms, such as TDY and CONUS. An example from your workplace was also acceptable.

Question 22

Kurt Lewins Three steps of change test question

Answer 22

1) unfreezing the current behavior
2) actual change itself
3) re-freezing the new behavior

Question 23

Methods of change

Answer 23

1) quick change
2) gradual change
3) use of change agents