Beruflich Dokumente
Kultur Dokumente
1. The final exam will require written/essay answers based on THREE of the following scenarios. You will be provided with clean copies of the scenarios for the exam. 2. Questions will be graded on the thoroughness of the answer. The grading rubric is attached to this document. Each scenario has equal weight. 3. I will be available, during office hours or by appointment, to support your study process. This support will be limited to helping you understand the course concepts and theory. I cannot answer questions directly related to the scenarios or how the theories could be directly applied to these scenarios. 4. You are encouraged to prepare for this exam with your colleagues, e.g. your assigned work group. Feel free to discuss the scenarios and your approaches with your classmates. The actual exam, however, is to be an individual effort. Any incidence of cheating will receive in an automatic F in the course. 5. This will be a closed book exam. No course materials, including your working copies of these scenarios, will be permitted into the exam room. (Binders, book bags, etc. will be left at the front of the exam room for collection after the exam is completed.) No electronics (headphones, Palmpilots etc.) are permitted. 6. As this is a closed book exam and access to your references/sources (text, lecture notes) are not available, you will not be expected to cite your sources on the final exam. Hints: Evidence of critical thinking will be rewarded. Do not limit your answer to repetition of the course material. Make sure that you link theory to the scenarios. Where applicable, use multiple theories to examine the dynamics of the scenario. If asked to discuss power and politics, for example, do not discuss only one type of power. Remember that although the text and lectures treated many concepts as discrete units (for example the chapter on diversity) that many of the concepts are also interwoven throughout the text (diversity, for example, is also discussed in job design and other units.) Although the scenarios provide sufficient depth of content to answer the questions, you may make assumptions about material not explicitly presented. You are encouraged to do so, however, you must state these assumptions explicitly ( a list entitled assumptions may be helpful or statements beginning assuming that). Further, these assumptions may not contradict information presented in the case itself. Spelling and grammar are important to ensure that your points are understood. If I cant understand what you have written, I cannot assess your knowledge on the course content.
co-workers developed back problems. We jokingly called it the `Hibernia backache' because some employees faked their ailment to leave the rig with paid sick leave. "On top of the lousy supervisors, we were always kept in the dark about the problems on the rig. Supervisors said that they didn't know anything, which was partly true, but they said we shouldn't be so interested in things that didn't concern us. But the rig's problems, as well as its future contract work, were a major concern to crew members who weren't ready to quit. Their job security depended on the rig's production levels and whether CanOil would sign contracts to drill new holes. Given the rig's problems, most of us were concerned that we would be laid off at any time. "Everything came to a head when Bob MacKenzie was killed because someone secured a hoist improperly. You probably read about it in the papers around this time last year. The government inquiry concluded that the person responsible wasn't properly trained and that employees were being pushed to finish jobs without safety precautions. Anyway, while the inquiry was going on, several employees decided to call the Seafarers International Union to unionize the rig. It wasn't long before most employees on LINK650 had signed union cards. That really shocked LINK's management and the entire oil industry because it was, I think, just the second time that a rig had ever been unionized in Canada. "Since then, management has been doing everything in its power to get rid of the union. It sent a `safety officer' to the rig, although we eventually realized that he was a consultant the company hired to undermine union support. One safety meeting with compulsory attendance of all crew members involved watching a video describing the international union president's association with organized crime. Several managers were sent to special seminars on how to manage under a union work force, although one of the topics was how to break the union. The guys who initiated the organizing drive were either fired or given undesirable jobs. LINK even paid one employee to challenge the union certification vote. The labour board rejected the decertification request because it discovered the company's union-busting tactics. Last month, the labour board ordered LINK to negotiate a first contract in good faith. "So you see, Professor, I joined LINK as an enthusiastic employee and quit last month with no desire to lift a finger for them. It really bothers me, because I was always told to do your best, no matter how tough the situation. It's been quite an experience." Scenario 1: 1. Use job satisfaction and organizational commitment to analyze what happened on the LINK 650. (include but do not limit your discussion to the reasons for job dissatisfaction as well as ways it was expressed on LINK650). 2. Use motivation theory to analyze this case. 3. You have been asked to assume leadership in this company. Based on your answers to Q1 and Q2, what actions would you take to remedy this situation? (Be sure to support your answer with relevant theory.)
and they didnt want to complain. But given the choice, they would rather go back to the way Mr. Worthy had run things. They never saw Mr. Worthy much, but he never got in their hair. He did his work, whatever that was, and they did theirs. "After youve been in a place doing one thing for so long," one worker concluded, "the last thing you want to do is learn a new way of doing it." Questions: 1. Analyze this case using job design. 2. Analyze this case using leadership theories. 3. Analyze this case using organizational culture. 4. Based on your answers to Q1, Q2, Q3: Could Kesmer have instituted her changes without eliciting a negative reaction from the workers? If so, how?
years old, was looking for one more career challenge before retirement. The Rohrtech representatives explained the current situation and said that they were offering stable employment after the problem with Heinrich was resolved so that the general manager could help settle Cantron's problems. When Devine expressed his concern about rivalry with internal candidates, the senior Rohrtech manager stated: "We have a bookkeeper, but he is not our choice. The sales manager is capable, but he is located in New York and doesn't want to move to Canada." One week after Heinrich's dismissal and the appointment of Parrot as president, Cantron's chairman invited Devine to a meeting at a posh Toronto hotel attended by the chairman, another Rohrtech manager on Cantron's board of directors, and Parrot. The chairman explained the recent events at Cantron and formally invited Devine to accept the position of vice-president and general manager of the company. After discussing salary and details about job duties, Devine asked the others whether he had their support as well as the support of Cantron's employees. The two Rohrtech representatives said "Yes," while Parrot remained silent. When the chairman left the room to get a bottle of wine to toast the new general manager, Devine asked Parrot how long he had known about the decision to hire him. Parrot replied, "Just last week when I became president. I was surprised . . . I don't think I would have hired you."
Just six weeks after joining Cantron, Devine confronted O'Grady with his concerns. O'Grady was quite candid with the general manager, saying that everyone felt that Devine was a "plant" by Rohrtech and was trying to turn Cantron into a branch office of the German company. He said that some employees would quit if Devine did not leave because they wanted Cantron to maintain its independence from Rohrtech. In a later meeting with Devine and Parrot, O'Grady repeated these points and added that Devine's management style was not appropriate for Cantron. Devine responded that he had not received any support from Cantron since the day he had arrived, even though Rohrtech had sent explicit directions to Parrot and other Cantron managers that he was to have complete support in managing the company's daily operations. Parrot told the two men that they should work together and that, of course, Devine was the more senior person.
Questions
1. Use motivation theory to analyze what happened in this case. 2. What actions should the organization take to correct these problems?
and they didnt want to complain. But given the choice, they would rather go back to the way Mr. Worthy had run things. They never saw Mr. Worthy much, but he never got in their hair. He did his work, whatever that was, and they did theirs. "After youve been in a place doing one thing for so long," one worker concluded, "the last thing you want to do is learn a new way of doing it." Scenario 6 Questions 1. Analyze this case using job design. 2. Analyze this case using leadership theories. 3. Analyze this case using organizational culture. 4. Based on your answers to Q1, Q2, Q3: Could Kesmer have instituted her changes without eliciting a negative reaction from the workers? If so, how?