MGMT 591 Flashcards
DEVRY MGMT 591 Case Study Building a Coalition (Woodson Foundation) (2 Papers) NEW
DEVRY MGMT 591 Case Study Building a Coalition (Woodson Foundation) (2 Papers) NEW
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This Tutorial contains 2 Papers
You are required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified. 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 not 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. I will copy/paste the entire case from my text on to here so you can read it.
Your paper must include the following labeled sections.
CategoryPointsDescription
Part I: Group Development15Identify and summarize the stages of group development.
Reflecting on the case and textbook material, what stage is the group at now? How could an understanding of the stages of group development have assisted The Woodson Foundation in building a cohesive coalition?
Support your conclusion with evidence from the case and our text.
Part II: Problem Identification30Identify key problems.
Identify primary and secondary problems the Woodson Foundation is facing. Identify what the organization should have understood about individual membership in teams in order to have built group processes that were supportive of her groups’ goals.
Do not necessarily limit yourself to only team theory here. Plumb any concepts we have covered to date in class if you feel they are relevant.
Part III: Retrospective Evaluation40Given that there is no one perfect solution for this situation, identify, describe, and defend two possible solutions to the primary problem(s).
Clearly identify and defend both courses of action. Identify and discuss specific steps needed to implement your selections. Support your selections with evidence from the case, the text, or weekly discussion.
Remember that deciding on a course of action entails envisioning and planning the steps to success. Be sure to identify implementation steps for both possible solutions.
Almost every situation presented with relation to group dynamics and behavior can have multiple avenues for remedy. It is important to develop the ability to critically evaluate more than one alternative and rationally identify pros and cons of each.
Presenting pros and cons for the identified alternative solutions in a table format within the paper is acceptable.
Part IV: Reflection15What would you advise as a strategy for managing diversity issues for program leaders?
This case describes a multiorganizational effort, but the same principles of accommodation and compromise also apply when trying to work with multiple divisions within a single organization. You’ll create a blueprint for managing a complex development team’s progress, steering team members away from negative conflicts and toward productive discussion. You’ll also be asked to help create a new message for executives so they can lead effectively.
Major Topic Areas
● Group dynamics
● Maximizing team performance
● Organizational culture
● Integrative bargaining
The Scenario
The Woodson Foundation, a large nonprofit social service agency, is teaming up with the public school system in Washington, D.C., to improve student outcomes. There’s ample room for improvement. The schools have problems with truancy, low student performance, and crime. New staff quickly burn out as their initial enthusiasm for helping students is blunted by the harsh realities they encounter in the classroom. Turnover among new teachers is very high, and many of the best and brightest are the most likely to leave for schools that aren’t as troubled.
The plan is to create an experimental after-school program that will combine the Woodson Foundation’s skill in raising private money and coordinating community leaders with the educational expertise of school staff. Ideally, the system will be financially self-sufficient, which is important because less money is available for schools than in the past. After several months of negotiation, the leaders of the Woodson Foundation and the school system have agreed that the best course is to develop a new agency that will draw on resources from both organizations. The Woodson foundation will provide logistical support and program development and measurement staff; the school system will provide classrooms and teaching staff.
The first stage in bringing this new plan to fruition is the formation of an executive development team. This team will span multiple functional areas and establish the operating plan for improving school performance. Its cross-organizational nature means representatives from both the Woodson Foundation and the school district must participate. The National Coalition for Parental Involvement in Education (NCPIE) is also going to be a major partner in the program, acting as a representative for parents on behalf of the PTA. While it would be perfect if all the groups could work together easily to improve student outcomes, there is little doubt some substantive conflicts will arise. Each group has its own interests, and in some cases these are directly opposed to one another.
School district representatives want to ensure the new jobs will be unionized and will operate in a way consistent with current school board policies. They are very concerned that if Woodson assumes too dominant a role, the school board won’t be able to control the operations of the new system. The complexity of the school system has led to the development of a highly complex bureaucratic structure over time, and administrators want to make sure their policies and procedures will still hold for teachers in these programs even outside the regular school day. They also worry that jobs going into the new system will take funding from other school district jobs.
Woodson, founded by entrepreneur Theodore Woodson around 1910, still bears the hallmarks of its founder’s way of doing business. Woodson emphasized efficiency and experimentation in everything he did. Many of the foundation’s charities have won awards for minimizing costs while still providing excellent services. Their focus on using hard data to measure performance for all their initiatives is not consistent with the school district culture.
Finally, the NCPIE is driven by a mission to increase parental control. The organization believes that when communities are able to drive their own educational methods, students and parents are better able to achieve success together. The organization is strongly
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committed to celebrating diversity along racial, gender, ethnic, and disability status categories. Its members are most interested in the process by which changes are made, ensuring everyone has the ability to weigh in.
Some demographic diversity issues complicate the team’s situation. Most of the students served by the Washington, D.C., school district are African American, along with large populations of Caucasians and Hispanics. The NCPIE makeup generally matches the demographic diversity of the areas served by the public schools. The Woodson foundation, based in northern Virginia, is predominantly staffed by Caucasian professionals. There is some concern with the idea that a new group that does not understand the demographic concerns of the community will be so involved in a major change in educational administration. The leadership of the new program will have to be able to present an effective message for generating enthusiasm for the program across diverse stakeholder groups.
Although the groups differ in important ways, it’s also worth considering what they have in common. All are interested in meeting the needs of students. All would like to increase student learning. The school system does benefit from anything that increases student test scores. And the Woodson Foundation and NCPIE are united in their desire to see more parents engaged in the system. The development team will consist of three individuals—HR representatives from the Woodson Foundation, the schools, and the NCPIE—who have prepared the following list of potential candidates for consideration.
Victoria Adams is the superintendent of schools for Washington, D.C. She spearheaded the initial communication with the Woodson Foundation and has been building support among teachers and principals. She thinks the schools and the foundation need to have larger roles than the parents and communities. “Of course we want their involvement and support, but as the professionals, we should have more say when it comes to making decisions and implementing programs. We don’t want to shut anyone out, but we have to be realistic about what the parents can do.”
Duane Hardy has been a principal in the Washington area for more than 15 years. He also thinks the schools should have the most power. “We’re the ones who work with these kids every day. I’ve watched class sizes get bigger, and scores and graduation rates go down. Yes, we need to fix this, but these outside groups can’t understand the limitations we’re dealing with. We have the community, the politicians, the taxpayers—everyone watching what we’re doing, everyone thinking they know what’s best. The parents, at least, have more of a stake in this.”
“The most important thing is the kids,” says second-year teacher Ari Kaufman. He is well liked by his students but doesn’t get along well with other faculty members. He’s seen as a “squeaky wheel.” “The schools need change so badly. And how did they get this way? From too little outside involvement.”
Community organizer Mason Dupree doesn’t like the level of bureaucracy either. He worries that the school’s answer to its problems is to throw more money at them. “I know these kids. I grew up in these neighborhoods. My parents knew every single teacher I had. The schools wanted our involvement then. Now all they want is our money. And I wouldn’t mind giving it to them if I thought it would be used responsibly, not spent on raises for people who haven’t shown they can get the job done.”
Meredith Watson, with the Woodson Foundation, agrees the schools have become less focused on the families. A former teacher, she left the field of education after being in the classroom for 6 years. “There is so much waste in the system,” she complains. “Jobs are unnecessarily duplicated, change processes are needlessly convoluted. Unless you’re an insider already, you can’t get anything done. These parents want to be involved. They know their kids best.”
Unlike her NCPIE colleagues, Candace Sharpe thinks the schools are doing the best they can. She is a county social worker, relatively new to the D.C. area. “Parents say they want to be involved but then don’t follow through. We need to step it up, we need to lead the way. Lasting change doesn’t come from the outside, it comes from the home.”
Victor Martinez has been at the Woodson Foundation for 10 years, starting as an intern straight out of college. “It’s sometimes hard to see a situation when you’re in the thick of it,” he explains. “Nobody likes to be told they’re doing something wrong, but sometimes it has to be said. We all know there are flaws in the system. We can’t keep the status quo. It just isn’t cutting it.” Strategies for the Program Team
Once the basic membership and principles for the development team have been established, the program team would also like to develop a handbook for those who will be running the new program. Ideally, this set of principles can help train new leaders to create an inspirational message that will facilitate success. The actual content of the program and the nature of the message will be hammered out by the development team, but it is still possible to generate some overriding principles for the program team in advance of these decisions.
DEVRY MGMT 591 Midterm Exam NEW
DEVRY MGMT 591 Midterm Exam NEW
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1. Question: Consider this story that appeared in the August 11, 1998 Wall Street Journal: Work Hard, Play Hard: Employers use fun to boost morale
All 25 partners at Certilman, Balin, Adler & Hyman, an East Meadow, N.Y., law firm, are invited to a free conference-room lunch every day. Managing partner Bernard Hyman says the lunches began as a chance to talk business but soon became anticipated social gatherings. “We tell stories, talk about the weekend,” he says, “talk about the football game, talk about our husbands, talk about our wives, talk about our children.”
- Question: TCO (C). An October 15, 2004 article by Scott Wyman in the South Florida Sun-Sentinel included the following information on salaries awarded in the county:
“When it comes to getting extra money as a reward for hard work in Broward County government, it pays to work as closely as possible to county commissioners – preferably right outside their office doors. The average bonus given to that elite staff topped the $5,000 maximum set in the incentive program - Question: Organizational Behavior is just common sense and has little relevance for managers today. Discuss this statement giving examples to support your answer.
- Question: TCO (E). In the May 18, 1998 issue of BusinessWeek, the story line read “Nice Guys Finish With MBAs.” The following is an excerpt from that piece:
“ . . . nearly half of this year’s top B-school graduates turned down their highest-paying job offer, preferring to work for companies that offered room for personal growth or had a more appealing corporate culture.” (p. 8)
DEVRY MGMT 591 Final Exam Guide Set 4 NEW
DEVRY MGMT 591 Final Exam Guide Set 4 NEW
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1.Please identify and briefly explain two of the five dimensions of national culture. (Points : 10)
2. There are six methods that teams use to make decision
3. 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)
Differentiate between trait theories of leadership and behavioral theories of leadership.
5. Describe and illustrate with an example an advantage that face-to-face communication has over written communication. Describe and illustrate with an example an advantage that written communication has over face-to-face communication.
6. The amount of cohesiveness and diversity found within teams can have both positive and negative effects upon a team’s performance. Answer the following.
(a). Describe how a team’s level of cohesiveness could have a negative impact upon performance.
(b). List four ways to increase team cohesiveness.
(c). How can increasing diversity in team membership decrease the team’s performance? d. Indicate two ways to improve performance within diverse teams
7. The use of social networking by professionals in the workplace as a means of communication is increasing dramatically. Describe how the use of social networks enhances or reduces productivity at an organizational level. Discuss how their social and work uses affect employee attitudes and behaviors.
TCO B) 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 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)
As the chair, consider potential barriers to effective communication and which communication strategies you would recommend to help committee members to (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?
DEVRY MGMT 591 Final Exam (All 4 Sets) NEW
DEVRY MGMT 591 Final Exam (All 4 Sets) NEW
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For more classes visit http://www.homeworkrank.com Details of All 4 Sets could be found individually under each product MGMT 591 Final Exam Guide Set 1 (New) MGMT 591 Final Exam Guide Set 2 (New) MGMT 591 Final Exam Guide Set 3 (New) MGMT 591 Final Exam Guide Set 4 (New)
DEVRY MGMT 591 Final Exam Guide Set 1 NEW
DEVRY MGMT 591 Final Exam Guide Set 1 NEW
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MGMT 591 Final Exam Study Guide v7-3-15
SA 1. (TCOs 1 and 2) Organizational behavior is an interdisciplinary body of knowledge with strong ties to several academic disciplines. Please identify three of the four primary areas.
SA 1. (TCOs 1 and 2) OB defines stress in terms of both work stressors and life stressors. Please identify four common sources of stress at work.
SA 1. (TCOs 1 and 2) Please identify and briefly explain two of the five dimensions of national culture.
SA 1. (TCOs 1 and 2) What is organizational learning? Why is it important for firms to emphasize organizational learning?
SA 1. (TCO 1 and 2) What is the goal in studying and applying organizational behavior concepts? Pick one of the four organizational behavior disciplines and use a brief example to describe how it relates to this goal.
SA 1. (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.
SA 1. (TCO 1, 2) What is organizational behavior, and to what degree do you think an understanding of it may increase one’s managerial success in the workplace?
SA 2. (TCO 4) Please define self-managing teams and identify three of the five tasks a true self-managing team is responsible for.
SA 2. (TCO 4) Referring to the team decision making process, define consensus and unanimity, and explain the difference between the two.
SA 2. (TCO 4) There are six methods that teams use to make decisions. Identify and define three of the six.
SA 2. (TCO 4) What is groupthink? Why can groupthink be detrimental to effective group functioning?
SA 2. (TCO 4) What factors determine whether teams are successful? Please briefly describe each factor.
SA 3. (TCO 5) Please define and explain the difference between functional conflict and dysfunctional conflict.
SA 3. (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.
SA 3. (TCO 5) Please identify and give examples of four of the five direct conflict management strategies.
SA 3. (TCO 5) Please identify and give examples of four of the five indirect conflict management strategies.
SA 3. (TCO 5) Identify four of the barriers to effective communication and give an example of each.
SA 3. (TCO 5) 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 it is 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.
SA 3. (TCO 5) Define the term channel richness as it relates to the communication process. Briefly describe and defend which level of richness you would select when addressing a workplace conflict in the antecedent stage.
SA 4. (TCO 5) What is leadership, and how does it differ from management?
SA 4. (TCO 5) Define power from an organizational behavior perspective. What is the difference between power and influence?
SA 4. (TCO 5) There are four forms of personal power. Please identify and explain any three of the four.
SA 4. (TCO 5) Compare and contrast charismatic and transformational leadership styles. Provide two characteristics of each leadership style.
SA 4. (TCO 5) Differentiate between trait theories of leadership and behavioral theories of leadership. Describe each and give an example of each type of leadership.
SA 5. (TCO 6 & 7) Explain how interpersonal conflict occurs, and give two examples of substantive conflict and two examples of emotional interpersonal conflict.
SA 5. (TCO 6 & 7) Describe and illustrate with an example an advantage that face-to-face communication has over written communication. Describe and illustrate with an example an advantage that written communication has over face-to-face communication.
SA 5. (TCO 6 & 7) Workplace deviance is costly to both organizations and employees. Victims of workplace deviance suffer from stress-related conditions, decreased productivity, and low morale, and are more likely to leave the organization. How can norms be used to reduce deviant workplace behavior?
DEVRY MGMT 591 The Forgotten Group Member Case Study NEW
DEVRY MGMT 591 The Forgotten Group Member Case Study NEW
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MGMT 591 The Forgotten Group Member Case Study NEW
DEVRY MGMT 591 Final Exam Guide Set 2 NEW
DEVRY MGMT 591 Final Exam Guide Set 2 NEW
Check this A+ tutorial guideline at
http://www.homeworkrank.com/mgmt-591-devry/mgmt-591-final-exam-guide-set-2-updated
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- Start of Question Pool - “” - The exam will display 1 of these questions
- SA 1. (TCOs A and B) Organizational behavior is an interdisciplinary body of knowledge with strong ties to several academic disciplines. Please identify three of the four primary areas.
- SA 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.
- SA 1. (TCOs A and B) Please identify and briefly explain two of the five dimensions of national culture.
- SA 1. (TCOs A and B) What is organizational learning? Why is it important for firms to emphasize organizational learning?
- SA 1. (TCOs A and B) What is the goal in studying and applying organizational behavior concepts? Pick one of the four organizational behavior disciplines and use a brief example to describe how it relates to this goal.
- SA 1. (TCOs A and B) 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.
- SA 1. (TCOs A and B) What is organizational behavior, and to what degree do you think an understanding of it may increase one’s managerial success in the workplace?
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
11 SA 2. (TCO D) Please define self-managing teams and identify three of the five tasks a true self-managing team is responsible for.
- SA 2. (TCO D) Referring to the team decision making process, define consensus and unanimity, and explain the difference between the two.
- SA 2. (TCO D) There are six methods that teams use to make decisions. Identify and define three of the six.
- SA 2. (TCO D) What is groupthink? Why can groupthink be detrimental to effective group functioning?
- SA 2. (TCO D) What factors determine whether teams are successful? Please briefly describe each factor.
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
- SA 3. (TCO E) Please define and explain the difference between functional conflict and dysfunctional conflict.
- SA 3. (TCO E) 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.
- SA 3. (TCO E) Please identify and give examples of four of the five direct conflict management strategies.
- SA 3. (TCO E) Please identify and give examples of four of the five indirect conflict management strategies.
- SA 3. (TCO E) Identify four of the barriers to effective communication and give an example of each.
- SA 3. (TCO E) 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 it is 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.
- SA 3. (TCO E) Define the term channel richness as it relates to the communication process. Briefly describe and defend which level of richness you would select when addressing a workplace conflict in the antecedent stage.
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
- SA 4. (TCO E) What is leadership, and how does it differ from management?
- SA 4. (TCO E) Define power from an organizational behavior perspective. What is the difference between power and influence?
- SA 4. (TCO E) There are two forms of personal power. Select one of the forms. Explain the theory of how this power comes to be and is used. Then provide an example of a person who possesses this type of power and how he/she uses it.
- SA 4. (TCO E) Compare and contrast charismatic and transformational leadership styles. Provide two characteristics of each leadership style.
- SA 4. (TCO E) Differentiate between trait theories of leadership and behavioral theories of leadership. Describe each and give an example of each type of leadership.
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
- SA 5. (TCOs F and G) Explain how interpersonal conflict occurs, and give two examples of substantive conflict and two examples of emotional interpersonal conflict.
- SA 5. (TCOs F and G) Although conflict is usually considered a negative experience to be avoided, it actually has the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a positive influence.
- SA 5. (TCOs F and G) Describe and illustrate with an example an advantage that face-to-face communication has over written communication. Describe and illustrate with an example an advantage that written communication has over face-to-face communication.
- SA 5. (TCOs F and G) Workplace deviance is costly to both organizations and employees. Victims of workplace deviance suffer from stress-related conditions, decreased productivity, and low morale, and are more likely to leave the organization. How can norms be used to reduce deviant workplace behavior?
- Start of Question Pool - “” - The exam will display 1 of these questions
- EQ 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 that threatens to shut down the company in three 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.” Manager 1 was overheard telling an employee, “I don’t blame anyone if they are looking for work elsewhere.”
(2) You 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) You 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 e-mail 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.
- EQ 1. (TCO B) What is an attitude? Discuss the three basic components of an attitude.
- EQ 1. (TCO B) Discuss and provide examples of best practices an organization can implement to leverage diversity in areas such as group management, recruiting, hiring, retention, and development practices to increase an organization’s competitive advantage.
- EQ 1. (TCO B) Just as Judy Garland and Mickey Rooney cried, “Let’s put on a show!” to solve problems in their 1940s movie lives, many businesses cry “Let’s build teams!” to attack problems ranging from low productivity to poor morale, high costs, and missed deadlines. Likewise, in our Week 3 Case Study, Building a Coalition, we had a team begin to form to address problems in the Washington, DC school system. Employee teams intuitively seem to be a great idea and are certainly a growing trend.
Use your newfound knowledge of teams and discuss the following three elements:
(a) . Describe the stages of group development. Why is it important that managers have an understanding of the group development process? (15 points)
(b) . Identify and discuss three group property or team process elements you feel are most important in building a high performing team. (15 points)
(c) . Identify and discuss at least TWO factors that determine whether teams are successful. (15 points).
- EQ 1. (TCO B) Researchers report that heredity has a strong influence on an individual’s personality. What are the implications of this in organizational settings?
- EQ 1. (TCO B) John supervises five employees at a local manufacturing office and is trying to decide how to motivate them. The office is rather small and his employees work an eight hour day with only a 30 minute break for lunch (and they eat at their desks). He thinks that giving them a monetary bonus or a raise might be the way to get the group to start producing more. Discuss why money might not be a motivator to these employees, and what action could be taken instead to get them motivated.
- EQ 1. (TCO B) 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 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.
- EQ 1. (TCO B) Juanita Perez strongly believes in working for a company which promotes diversity. She is currently enrolled with you in a graduate program with a major in human resources management; and, she aspires to become a Chief Diversity Officer (CDO) in an organization respectful of differences. You have taken several courses with her; and, you both have discussed the fact that adult learners want to be involved and gain more exposure in the operations of the company they work for. You understand that she is searching for a new job.
Recently, Juanita attended an interview, where she was told that the company follows policies which focus on organizational diversity. This was very encouraging; and, she left the interview with a very positive feeling. Based on what she learned about selecting the right job early in one’s career, she decided to research the company’s claims. In addition, she wanted to look back on the Life Style Inventory data results (LSI) to review her personality traits and interests before considering taking a job if it was offered from this company.
Three days later, Juanita received a telephone call from the Human Resources department offering her the position she interviewed for the week prior. Based on the research findings she gathered after her visit to the company, and your understanding of using the LSI assessment tool for career decisions, please offer Juanita your recommendation based on the data she shared with you about the organization she is thinking about joining. She has to respond back with her decision within 48 hours; and, emailed you for your constructive analysis of the data and advice. Reflect on the research findings below, and prepare a detailed email with your recommendation. Substantiate your argument and be specific to accept or turn down the job offer. Juanita’s research about the company includes:
85% percent of the top management positions in the company are held by men.
She is the only Hispanic, Spanish speaking female in this division.
The workforce is not dominated by any specific ethnic or racial group.
The employees she talked with during her interview believe that they are treated equally in spite of differences in performance.
Juanita’s LSI assessment points out positive leadership attributes and communication skills verbal/written.
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
- EQ 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?
- EQ 2. (TCO E) Mary has accepted a position as director of a non-profit organization that represents a cause she deeply believes in. Her pay is $28,000 per year. Her position allows considerable flexibility, which is critical given her three school age children and family needs. Additionally, Mary works with many peers who she respects and her leadership essentially allows her the freedom to make decisions without too much upper management review. Mary’s husband Bill works as a Computer Engineer for a large consulting firm. His pay is $95,000 per year. Bill’s work requires many late hours and weekends, as well as a considerable travel demand. This means that Bill misses much of the children’s growing up experiences and that Mary has to carry those responsibilities alone. Bill’s peers are extremely competitive and the nature of the role allows little collaboration. Additionally, Bill’s boss is extremely aggressive and a micromanager. He and Bill clash constantly, and the boss has been very antagonistic and anxious that Bill is “out for his job.” Bill and Mary live in a part of the country where the median wage for a professional is approximately $65,000. Mary and Bill’s dinner time conversations seem to regularly revolve around how dissatisfied they both are with their careers.
Evaluate reasons why each seems dissatisfied and recommend how each can work to improve their levels of satisfaction in the workplace. What are their choices if they cannot resolve their concerns? - EQ 2. (TCO E) 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.
- EQ 2. (TCO E) The use of social networking by professionals in the workplace as a means of communication is increasing dramatically. Describe how the use of social networks enhances or reduces productivity at an organizational level. Discuss how their social and work uses affect employee attitudes and behaviors.
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
- EQ 3. (TCO E) 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. - EQ 3. (TCO E) As a manager of people, it is inevitable that you will have to deal with conflict issues. In our studies, we have identified the need to resolve conflict when it is seen to be counter to the organization’s goals, and in some cases, to stimulate conflict to arrive at organizational goals or increase performance. Select any two of the nine conflict-resolution techniques. Explain how each technique could be used to reduce or eliminate conflict. Provide an example scenario for each. (15 points for each technique with an example scenario.) Select one of the four conflict-stimulation techniques. Explain how that technique could be used to improve a group’s performance. Provide an example scenario. (15 points)
- EQ 3. (TCO E) In the small town of Evansville, Indiana, Amberville Textiles was not producing parachute and military blankets as it did in its height of success thirty years ago. When Joe Harley, the middle-level manager of the production department at Amberville was laid off, many employees who worked under him became apprehensive about their job security. They were aware of the current trend toward laying-off employees in the textile industry.
The termination of their manager, combined with the fact that the plant had performed only moderately well in the last two quarters, led the employees to believe that they were at a high risk of losing their jobs as well. Rumors had spread about impending lay-offs and the human resources manager was just developing the first formal inter-departmental communication network for managers to put into place the same week Joe Harley left the organization.
Analyze the current organizational and inter-departmental structure; then, prepare a clear, concise process-improvement strategy plan, which you will present in writing to the President and Human Resources Manager. Include specific examples of current communication issues and specific suggestions for improvement. Conclude with two recommendations for how the inter-departmental communication conflicts could be altered to improve accurate and timely communication and productivity within the current workforce.
- EQ 3. (TCO E) 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 website, 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 to (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?
- EQ 3. (TCO E) 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.
- End of Question Pool - “” End of pool to row
- Start of Question Pool - “” - The exam will display 1 of these questions
- EQ 4. (TCOs C and 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.
- EQ 4. (TCOs C and D) When a team works together, it has a huge range of skills available that it can utilize to deliver extraordinary results. Explain how organizations can create team players.
- EQ 4. (TCOs C and D) Congratulations! Your manager just informed you that you’ve been promoted to the team lead role for a multi-functional, virtual team. The stakes are high. The deliverables for this team are essential to the organization’s strategic goals. Most of the team interaction will be online and your charter is to effectively manage the team, keep executive management updated on the status of critical milestones, and maintain a high performing team. Using the Team Effectiveness Model as a foundation, analyze and prioritize one solution from each category of the model (context, composition, and process) that you believe creates the best foundation for your team’s success. Provide your rationale for your recommended solutions.
- EQ 4. (TCOs C and D) The amount of cohesiveness and diversity found within teams can have both positive and negative effects upon a team’s performance. Answer the following.
(a) . Describe how a team’s level of cohesiveness could have a negative impact upon performance.
(b) . List four ways to increase team cohesiveness.
(c) . How can increasing diversity in team membership decrease the team’s performance? d. Indicate two ways to improve performance within diverse teams. - EQ 4. (TCOs C and D) Monica was recently promoted to the manager role for a large function in her organization that oversees global regulatory compliance for the company’s products. Her prior department—Customer Complaints—is just one of the functional groups that provide input for her new department’s charter. Monica is tasked with revising a set of complex processes to improve the quality and timeliness of regulatory reporting, and she has asked you for some recommendations about team format. Considering the numerous inputs and outputs of the affected processes, and the global reporting requirement, should Monica create a cross-functional team, a problem-solving team, a virtual team, or a hybrid? After careful analysis, write up your recommended team format and defend your reasons for the type of team Monica should establish.
- EQ 4. (TCOs C and D) 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.
DEVRY MGMT 591 Organization Cultural Inventory (OCI Profile) (2 Papers) NEW
DEVRY MGMT 591 Organization Cultural Inventory (OCI Profile) (2 Papers) NEW
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This Tutorial contains 2 Papers
Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. How do employees believe they are expected to act to “fit in?”
The management team claims that they value a cooperative and constructive culture. According to the results of the survey conducted by the.
What are the most significant gaps between management and staff?
The most significant gaps are in the management’s and staff’s perceptions of the organization’s culture and the behaviors encouraged within the
What observations can you make on the differences between Conglomerate Inc.’s preferred culture and “ideal” culture presented by HSI?
The ideal culture described by management is opposite to the culture perceived by the employees. While management wishes
DEVRY MGMT 591 Final Exam Guide Set 3 NEW
DEVRY MGMT 591 Final Exam Guide Set 3 NEW
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1. 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)
2. (TCO D) Referring to the team decision-making process, define consensus and unanimity and explain the difference between the two.(Points : 10)
3. (TCO E, F) Although conflict is usually considered a negative experience to be avoided, it actually has the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a positive influence. (Points : 10)
4. (TCO G) There are six sources of position power in organizational settings. Identify and define three of these sources. (Points : 10)
5. (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.
6. (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. (
- (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?
- (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)
- (TCO E, F) 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”.
- (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)
DEVRY MGMT 591 Week 2 Course Project Proposal (2 Projects Komatsu and Veterinary Center) NEW
DEVRY MGMT 591 Week 2 Course Project Proposal (2 Projects Komatsu and Veterinary Center) NEW
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Project 1: Veterinary Center of America
Project 2: Komatsu America Corporation
Brief Proposal of Research (Due This Week)
Your individual Brief Proposal of Research is due this week.
Submit a written Brief Proposal of Research containing the following:
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.
This Course Project is NOT a team effort. Review the MGMT591 Course Project Paper Organization Guide located in Doc Sharing. Your Brief Proposal of Research is due this week.
DEVRY MGMT 591 Week 7 Course Project (Komatsu America Corporation) NEW
DEVRY MGMT 591 Week 7 Course Project (Komatsu America Corporation) NEW
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MGMT 591 Week 7 Course Project (Komatsu America Corporation) NEW
Topic Selection
1. Select a specific organization of interest to you and identify a problem at the firm related to organizational behavior (OB).
2. Think of yourself as an organizational consultant and assume that a key manager has requested a thorough analysis and recommended course of action to resolve an actual organizational problem that will make a difference to the future performance of the organization.
3. Identify which of our TCOs or specific topics in the syllabus are related to the problem you identify.
Research Sources
1. All papers must have a minimum of six scholarly sources cited 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: EBSCOhost.
Paper Format
1. All papers should be single sided, double-spaced, using a 11- or 12-point font.
2. Length of the paper to be between 10 and 12 pages, not counting cover page and appendices.
3. The first page should include the title of the work, student name, address, telephone and e-mail address, course number, date, and instructor name.
4. Follow APA style for general format and citations.
5. Paper sections must adhere to the guidelines below and each section must be labeled in the text.
6. Language should be clear, concise, and precise.
7. Tone should be professional, consistent, and not filled with jargon.
8. Grammar and syntax (sentence structure) must be correct.
9. 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 APA style guide for assistance with properly citing quoted and/or borrowed materials and ideas.
Milestones
Back to Top
WEEK ACTION REQUIRED
1 Familiarize yourself with course content and select an organization and problem area to research.
2 Submit written Brief Proposal of Research containing the following:
1. A brief overview of the chosen organization and your role in it
2. Preliminary problem statement in the form of a researchable question
3. A brief narrative description of the organizational problem that you would like to research and resolve
4. Which TCO or textbook topic your problem is related to
3 Conduct library research on your topic.
1. Identify a minimum of six scholarly resources for your project.
2. All resources for the paper must come from the DeVry library and must be of scholarly quality.
3. Use the librarians for assistance in accessing materials.
4. Review the “using EBSCO” tutorial.
Please Note: Articles found online (many on consulting company websites, Internet magazines, or other blogs) will not be considered an acceptable scholarly resource. Conduct your research through a library where you can be assured that the sources are of scholarly quality.
4 Submit written Expanded Research Proposal containing the following:
1. Documentation of at least three initial scholarly sources from the library
2. Expanded introduction to the organization
3. Expanded description of your chosen problem
4. Preliminary solution options (bulleted)
5. Preliminary analysis of leadership and organizational behavior concepts addressed in the paper
5–7 Continue to work on class project; seek instructor help as required.
7 Submit completed project.
DEVRY MGMT 591 Week 1to 7 All Discussion Question NEW
DEVRY MGMT 591 Week 1to 7 All Discussion Question NEW
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Week 1 DQ 1: Rules for High Performance Organizations (Graded)
This week our text discusses the definition of organizational behavior and in particular its applied focus and our lecture focus on high performance organizations (HPOs). Right at the intersection of those would be the “Ten Golden Rules of High Performance” listed below. What do you think should be added to the list? Is there anything on the list that you disagree with? Please support your opinion with evidence from our readings and also from your own work and life experience. Please also remember to respond to your classmates’ posts to stimulate further discussion.
Week 1 DQ 2 : Satisfied Workers (Graded)
Our second Graded discussion question this week comes primarily from Chapter 3 in the textbook. 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.
Week 2
Week 2 DQ 1 : Performance Mgmt, Diversity, & Motivation (Graded)
Please consult the course Webliography, listen to the WBUR radio article “Introspection After Allegation of Discrimination,” and read the summary. The discussion is rich in references to many of our current topics and touches on some that we will cover in more depth later. These include diversity, cultural influences on behavior, and managing across cultures, and specifically touch on performance management and motivation.
Week 2 DQ 2 : Room to Read – Motivational Theory (Graded)
Chapter 5 (p 110) “Ethics in OB” features an ethical scenario where an employee finds confidential papers on a photocopier. Of course, she reviews the papers and notes they are full of information on performance evaluations, pay and bonuses.
Week 3
Week 3 DQ 1
What Constitutes a Team? (Graded)
Focusing on the material related to team building, compare and contrast this MGMT591 session with a team that you are familiar with. In what aspects does the class resemble a team? Are there parallels between the stages of team development and the progression of our class? What type of team formation is going on in this classroom? Does the notion of social loafing apply to our class in any respect?
Please be specific in your examples, and support your opinion with evidence from the text.
Week 3 DQ 2
A Lesson in Team Building (Graded)
“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 4 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?
Week 4 DQ 1 : Conflict and Negotiation (Graded)
Research on the Internet (and provide the reference) a recent situation where a fundamental conflict or disagreement occurred within a group setting. How was the conflict resolved (if at all)? What resolution methods were used in order to resolve the issue? Learning from the conflict resolution methods presented this week, what methods would you have implemented and used in this situation and why?
Week 4 DQ 2 : Organizational Communication (Graded)
It seems common in many of today’s workplaces that people don’t actually talk to one another frequently. We rely on e-mail or the even less rich communication channel of text messaging. The benefits of moving lots of information quickly around an organization and between individuals are real. However, people can too frequently hide behind their computers and send messages electronically that they might otherwise censor or rethink in face-to-face communication. What approaches would you recommend or implement as a new manager taking over an organization to improve communications without abandoning the use of e-mail?
Week 5
Week 5 DQ 1 :Power and Influence (Graded)
From the Cairo Review of Foreign Affairs (read the Cairo Review), we read about Nelson Mandela’s use of power for the greater good. Using the text’s discussion of power and influence as a backdrop, analyze Mandela’s power from multiple perspectives, and assess how his use of power changed the perspective of a nation.
Week 5 DQ 2 :Leadership (Graded)
Read the following Harvard Business Review interview of Howard Schultz, CEO of Starbucks, regarding his leadership principles and vision regarding the turnaround strategy of Starbucks.
What leadership principles did Schultz display in applying his personal beliefs and values in transforming the organizational culture at Starbucks? What are Schultz’s views regarding the championing of innovative practices within an organization?
Week 6
Week 6 DQ 1 : Organizational Culture Inventory (Graded)
Using the OCI instrument online, and the cultural change background information on Conglomerate, Inc. provided in Doc Sharing, we will be identifying and prioritizing cultural attributes and also identifying areas for change. (Note: The Cultural Change Situation can be downloaded from Doc Sharing.)
• Review Profiles 1a (workforce results) and 1b (senior leadership team’s ideal state) closely.
o Identify and describe the cultural aspects that management cites as important and contrast them to the cultural attributes that employees report as being expected. How do employees believe they are expected to act to “fit in?”
o What are the most significant gaps between management and staff?
o What observations can you make on the differences between Conglomerate Inc.’s preferred culture and “ideal” culture presented by HSI?
• Once we’ve identified and discussed the gaps, I’ll cue everyone to move onto the review of the suggested change initiatives and onto observations around your own OCI results.
Week 6 DQ 2 :Resistance to Change (Graded)
When Jorge Maldonado became general manager of the local civic recreation center, he realized that many changes would be necessary to make the facility a true community resource. Having the benefit of a new bond issue, the center had the funds for new equipment and expanded programming. All he needed to do now was get the staff committed to the new initiatives. Unfortunately, his efforts have been met with considerable resistance to change. A typical staff comment is, “Why do we need all these extras? Everything is fine as it is.” How can Jorge deal with the employees’ resistance to change, to enable him to move the change process along?
Week 7
Week 7 DQ 1 Thread :Organizational Design Preference (Graded)
Our text takes us through a thorough review of various organizational design structures; let’s investigate our own organizational design preferences.
Describe your current or most recent employer’s organizational design (mechanistic, organic, hybrid). Is the structure consistent with the company goals?
If you had the opportunity to redesign your current organization where you are employed, would you maintain its current structure or change it to another model? What would that model be and why?
Week 7 DQ 2
Empowering Teams: Fact Versus Fiction (Graded)
Over the last 3 weeks, we have focused very much on leadership, power, organizational culture, and organizational change. Our case study for the week is a great synthesis piece that addresses all of these topics through a detailed study of firm’s attempted move to team-based management.
The article is Diagnosing Whether an Organization Is Truly Ready to Empower Work Teams: A Case Study. By: Bergmann, Thomas J.; De Meuse, Kenneth P., Human Resource Planning, 1996, Vol. 19 Issue 1, p. 38–47.
As you read through the report, pay close attention to the discussion about Harley-Davidson and Shelby Die Casting, and their eventual conclusions about how to manage resistance to change. Also, keep in mind our OCI material from Week 6 and think about the process from a cultural change perspective. And of course, pay close attention to the lessons for top management presented at the end.
DEVRY MGMT 591 Week 7 Course Project (Veterinary Centers of America) NEW
DEVRY MGMT 591 Week 7 Course Project (Veterinary Centers of America) NEW
Check this A+ tutorial guideline at
http://www.homeworkrank.com/mgmt-591-devry/mgmt-591-week-7-course-project-veterinary-centers-of-america-updated
For more classes visit
http://www.homeworkrank.com
Topic Selection
1. Select a specific organization of interest to you and identify a problem at the firm related to organizational behavior (OB).
2. Think of yourself as an organizational consultant and assume that a key manager has requested a thorough analysis and recommended course of action to resolve an actual organizational problem that will make a difference to the future performance of the organization.
3. Identify which of our TCOs or specific topics in the syllabus are related to the problem you identify.
Research Sources
1. All papers must have a minimum of six scholarly sources cited 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: EBSCOhost.
Paper Format
1. All papers should be single sided, double-spaced, using a 11- or 12-point font.
2. Length of the paper to be between 10 and 12 pages, not counting cover page and appendices.
3. The first page should include the title of the work, student name, address, telephone and e-mail address, course number, date, and instructor name.
4. Follow APA style for general format and citations.
5. Paper sections must adhere to the guidelines below and each section must be labeled in the text.
6. Language should be clear, concise, and precise.
7. Tone should be professional, consistent, and not filled with jargon.
8. Grammar and syntax (sentence structure) must be correct.
9. 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 APA style guide for assistance with properly citing quoted and/or borrowed materials and ideas.
Milestones
Back to Top
WEEK ACTION REQUIRED
1 Familiarize yourself with course content and select an organization and problem area to research.
2 Submit written Brief Proposal of Research containing the following:
1. A brief overview of the chosen organization and your role in it
2. Preliminary problem statement in the form of a researchable question
3. A brief narrative description of the organizational problem that you would like to research and resolve
4. Which TCO or textbook topic your problem is related to
3 Conduct library research on your topic.
1. Identify a minimum of six scholarly resources for your project.
2. All resources for the paper must come from the DeVry library and must be of scholarly quality.
3. Use the librarians for assistance in accessing materials.
4. Review the “using EBSCO” tutorial.
Please Note: Articles found online (many on consulting company websites, Internet magazines, or other blogs) will not be considered an acceptable scholarly resource. Conduct your research through a library where you can be assured that the sources are of scholarly quality.
4 Submit written Expanded Research Proposal containing the following:
1. Documentation of at least three initial scholarly sources from the library
2. Expanded introduction to the organization
3. Expanded description of your chosen problem
4. Preliminary solution options (bulleted)
5. Preliminary analysis of leadership and organizational behavior concepts addressed in the paper
5–7 Continue to work on class project; seek instructor help as required.
7 Submit completed project.
DEVRY MGMT 591 Week 7 Course Project (Marcelos Care Home) NEW
DEVRY MGMT 591 Week 7 Course Project (Marcelos Care Home) NEW
Check this A+ tutorial guideline at
http://www.homeworkrank.com/mgmt-591-devry/mgmt-591-week-7-course-project-marcelos-care-home-updated
For more classes visit
http://www.homeworkrank.com
Topic Selection
1. Select a specific organization of interest to you and identify a problem at the firm related to organizational behavior (OB).
2. Think of yourself as an organizational consultant and assume that a key manager has requested a thorough analysis and recommended course of action to resolve an actual organizational problem that will make a difference to the future performance of the organization.
3. Identify which of our TCOs or specific topics in the syllabus are related to the problem you identify.
Research Sources
1. All papers must have a minimum of six scholarly sources cited 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: EBSCOhost.
Paper Format
1. All papers should be single sided, double-spaced, using a 11- or 12-point font.
2. Length of the paper to be between 10 and 12 pages, not counting cover page and appendices.
3. The first page should include the title of the work, student name, address, telephone and e-mail address, course number, date, and instructor name.
4. Follow APA style for general format and citations.
5. Paper sections must adhere to the guidelines below and each section must be labeled in the text.
6. Language should be clear, concise, and precise.
7. Tone should be professional, consistent, and not filled with jargon.
8. Grammar and syntax (sentence structure) must be correct.
9. 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 APA style guide for assistance with properly citing quoted and/or borrowed materials and ideas.
Milestones
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WEEK ACTION REQUIRED
1 Familiarize yourself with course content and select an organization and problem area to research.
2 Submit written Brief Proposal of Research containing the following:
1. A brief overview of the chosen organization and your role in it
2. Preliminary problem statement in the form of a researchable question
3. A brief narrative description of the organizational problem that you would like to research and resolve
4. Which TCO or textbook topic your problem is related to
3 Conduct library research on your topic.
1. Identify a minimum of six scholarly resources for your project.
2. All resources for the paper must come from the DeVry library and must be of scholarly quality.
3. Use the librarians for assistance in accessing materials.
4. Review the “using EBSCO” tutorial.
Please Note: Articles found online (many on consulting company websites, Internet magazines, or other blogs) will not be considered an acceptable scholarly resource. Conduct your research through a library where you can be assured that the sources are of scholarly quality.
4 Submit written Expanded Research Proposal containing the following:
1. Documentation of at least three initial scholarly sources from the library
2. Expanded introduction to the organization
3. Expanded description of your chosen problem
4. Preliminary solution options (bulleted)
5. Preliminary analysis of leadership and organizational behavior concepts addressed in the paper
5–7 Continue to work on class project; seek instructor help as required.
7 Submit completed project.
DEVRY MGMT 591 Week 5 Expanded Research (2 Projects Komatsu and Veterinary Center) NEW
DEVRY MGMT 591 Week 5 Expanded Research (2 Projects Komatsu and Veterinary Center) NEW
Check this A+ tutorial guideline at
http://www.homeworkrank.com/mgmt-591-devry/mgmt-591-week-5-expanded-research-2-projects-komatsu-and-veterinary-center-updated
For more classes visit
http://www.homeworkrank.com
Project 1: Veterinary Center of America
Project 2: Komatsu America Corporation
Expanded Research Proposal
Your Expanded Research Proposal is due this week. Refer to the Course Project content item under Course Home for the guidelines and grading rubrics.
