Beruflich Dokumente
Kultur Dokumente
Instructor’s Manual
Organizational Behavior 2.0
Talya N. Bauer and Berrin Erdogan
To love what you do and feel that it matters—how could anything be more fun? Katherine Graham
This quote sums up how we feel about teaching. What could be better than teaching? It is
fun, at times exciting, and it really matters. And one of the best courses in the world to
teach is Organizational Behavior. Together we have been teaching for over 40 years and
have taught thousands of students at the undergraduate, masters, and doctoral levels. Our
teaching styles are different but we share some common values when it comes to
teaching, such as the beliefs that
I had to buy the whole book but my teacher didn’t use the XYZ chapter. This isn’t
a problem with our book because faculty can rearrange chapters as well as add
and delete them.
Textbooks are too expensive! Textbooks have traditionally been very expensive
and the business model of traditional publishing firms has been a huge part of
those costs. With our book, students get to choose how to read the material,
ranging from free online viewing, inexpensive black and white or color books,
audio chapters, to printable PDFs.
I can’t read the chapter because the bookstore is out of books or I can’t read the
chapters because I ordered the book from XYZ.com and it hasn’t arrived. With
our book everyone can view the book immediately online while they wait a few
days for the book to arrive.
New editions come out too quickly and don’t really change. The reason that new
editions come out is because used books don’t make money for the publishers but
new ones do. With our book you can change editions when you want and when
you think enough is different to warrant the change.
Our journey in creating this book has been a long one. After we wrote the first draft of
this book, each chapter went through multiple reviews and revisions as well as beta tests
with real students before this textbook made its way to you. A truly virtual team of
authors, copy editors, managing editors, graphic designers, technology gurus, and
publishing experts worked together to create something that has never been done before.
Pedagogy
Our book emphasizes active learning, meaningful examples, and tools you can use today
or put in your OB Toolbox for the years to come. How do we do this?
we wrote opening and closing cases that bring the topics to life
we include learning objectives, key takeaways, and discussion questions for every
section of each chapter
we create OB Toolboxes with information you can use today
we wrote a section on cross-cultural implications for every chapter
we also wrote a section on ethical implications for every chapter
This instructor’s manual is an important support package, and for each chapter we
include
discussion questions for the opening and closing chapter cases
answers to the discussion questions throughout the book
end of the chapter materials
-ethical dilemmas
-individual exercises
-group exercises
solutions to the end of the chapter materials
bonus material such as suggested TED Talks and Idea Podcasts for each chapter
further reading suggestions.
So, welcome to the textbook revolution. We are happy to have you on the Bauer and
Erdogan’s Organizational Behavior 2.0 team! Given that organizational behavior is an
important business course; our objective in developing this material was to provide
students and instructors with a solid and comprehensive foundation on organizational
behavior that is accessible and fun. Each of the fifteen chapters is comprehensive but
succinct, and action-oriented whether you are just starting out in the world of work or you
are an experienced manager. Moreover, the book and supplements have been written in a
direct and active style such that we hope students and instructors find them all readily
accessible and relevant.
Only with Flat World Knowledge learning platforms do you have the power to choose
what your organizational behavior book looks like, when and how you access your
organizational behavior material, what you use and don’t use, when it will be changed,
how much you pay for it, and what other study vehicles you leverage. These innovative
study vehicles range from book podcasts, PPTs, practice tests, and flash cards. Nowhere
on the planet can this combination of user-friendliness, user choice, and leading edge
technologies be found for business education and learning. And, better yet, everyone on
the planet has free access to it online at a reasonable price!
Cases
Organizational Behavior 2.0
Cases are a fantastic way to bring Organizational Behavior to life for students. Those
with limited work experience can learn a great deal from these examples and those with
much work experience can compare and contrast their own experiences with these.
The next two pages include a summary of the entire opening and closing cases from this
book. While we designed them to go with specific chapters, their content makes sense for
other topics as well. The grid helps to identify those other topics.
Each case comes with discussion questions for students to ponder. Throughout this
instructor manual we provide guidance for those discussions.
Finally, we have created a compilation of all the case we have written for this version and
previous versions of the textbook. These can be found in our casebook which is posted on
the Flat World Knowledge website for supplemental materials to go along with
Organizational Behavior 2.0.
We hope you enjoy these cases and that they are useful in your teaching!
Indra Nooyi
IBM
PointCast
Nucor
Pret a Manager
Angry Birds
Les Schwab
DemandCornerstone On
SAS
Zappos
Toyota
Google
Facebookers Tweeters
PropertyCamden
CarnegieDale
Ch. 1 Organizational Behavior X X X X X X X X X X X X X X X
Ch. 2 Managing Demographic and X X X
Cultural Diversity
Ch. 3. Understanding People at Work: X X
Individual Differences and Perceptions
Ch. 4 Individual Attitudes and Behavior X X
Xerox
Netflix
Kodak
Starbucks
Four Seasons
TIAA-CREF
GE
Trader Joe’s
WorldCom
Truckers Long Haul
JonesEdward
NetworkingSocial
AnderssonHanna
IndustriesGoodwill
ExpressAmerican
Ch. 1 Organizational Behavior X X X X X X X X X X X X X X X
Ch. 2 Managing Demographic X X
and Cultural Diversity
Ch. 3. Understanding People at X X X X X X
Work: Individual Differences
and Perceptions
Ch. 4 Individual Attitudes and X X X
Behavior
Ch. 5 Theories of Motivation X X X X X
Ch. 6 Designing a Motivating X X X X X X
Work Environment
Ch. 7 Managing Stress and X X
Emotions
Ch. 8 Communication X X
Ch. 9 Managing Groups/Teams X X X
Ch. 10 Conflict and Negotiation X X
Ch. 11 Making Decisions X X X
Ch. 12 Leading People X X X X X X X
Ch. 13 Power and Politics X X X
Ch. 14 Organizational X
Structure/Change
Ch. 15 Organizational Culture X X X X X X X X
4 Individual Attitudes and IdeaCast 10: Opening Up Innovation and Dealing with
Behaviors at Work Underperformers
7 Managing Stress and IdeaCast 101: Are You Spending Your Time the Right
Emotions Way?
9 Managing Groups and IdeaCast 54: Teams that Lead, Innovate, and Succeed
Teams
IdeaCast 417: The Art of Managing Science
Table of Contents
Navigation Tip: Place your pointer on the page number for any chapter below to be taken
directly to the teaching material for that chapter.
Instructor’s Manual..............................................................................................................1
Organizational Behavior 2.0...............................................................................................1
Chapter 1..............................................................................................................................7
Organizational Behavior......................................................................................................7
Chapter 2............................................................................................................................17
Managing Demographic and Cultural Diversity................................................................17
Chapter 3............................................................................................................................28
Understanding People at Work:.........................................................................................28
Individual Differences and Perception..............................................................................28
Chapter 4............................................................................................................................42
Individual Attitudes...........................................................................................................42
and Behaviors....................................................................................................................42
Chapter 5............................................................................................................................57
Theories of Motivation......................................................................................................57
Chapter 6............................................................................................................................67
Designing a Motivating Work Environment.....................................................................67
Chapter 7............................................................................................................................81
Managing Stress and Emotions.........................................................................................81
Chapter 8............................................................................................................................92
Communication..................................................................................................................92
Chapter 9..........................................................................................................................104
Managing Groups and Teams..........................................................................................104
Chapter 10........................................................................................................................115
Conflict and Negotiations................................................................................................115
Chapter 11........................................................................................................................126
Making Decisions............................................................................................................126
Chapter 12........................................................................................................................140
Leading People Within Organizations.............................................................................140
Chapter 13........................................................................................................................152
Power and Politics...........................................................................................................152
Chapter 14........................................................................................................................172
Organizational Structure and Change..............................................................................172
Chapter 15........................................................................................................................184
Organizational Culture.....................................................................................................184
Chapter 1
Organizational Behavior
I. Discussion Questions
A. UNDERSTANDING ORGANIZATIONAL BEHAVIOR
1. Which type of organizations did you have the most experience with? How
did that affect your understanding of the issues in this chapter?
Students will most likely have had experience with organizations in education
(school and classroom environment) working with their peers, as well as in
introductory employment positions working for a manager. These experiences
shape how students understand the importance of communication, leadership and
team dynamics, which constitute organizational behavior
2. Which skills do you think are the most important ones for being an
effective employee?
Student answers will vary here. Some will say that putting their head down and
working hard while paying attention to detail is the most important part of being an
effective employee. Others may argue that having good communication skills with
their employer, coworkers, and customers is more valuable.
4. Have you ever used journaling before? If so, were your experiences
positive? Do you think you will use journaling as a tool in the future?
Journaling is a very effective method of keeping track of experiences in any OB
situation. It allows for analyzing what methods of behavior prove efficient, and
what methods could be improved or removed from one’s daily routine.
5. How do you plan on using the OB Toolboxes in this book? Creating a plan
now can help to make you more effective throughout the term.
The OB Toolbox features throughout this book will give students suggestions as to
how to apply the material covered to their daily professional and personal lives.
2. How does your learning style affect the kinds of classes you take?
Visual learners may take classes where reading is a heavy component of the class.
They also benefit from seeing diagrams and flow charts to see how materials relate
to each other. Lecture format classes may work well for them. Auditory learners
may also do well in lectures, but for them supplementing lectures with rich
discussions and videos is more essential. Kinesthetic learners are more attracted to
classes where they solve problems or practice the skills actively.
3. Try out a few of the suggestions for your learning style over the next week
and see how they work.
Students may benefit from diagnosing their own style and then following the
recommendations in the book. Specifically,
If you are a visual learner
draw pictures and diagrams to help you understand
take careful notes during class so you can refer back to them later on
summarize the main points of what you learn using charts
If you are an auditory learner
join study groups so you can discuss your questions and ideas and hear
responses
write down any oral instructions you hear in class right away
consider taping lectures if your professor says it is okay and view
online lectures on topics you are interested in
If you are a kinesthetic learner
schedule your homework and study sessions so you can take breaks and
move around between reading your notes or chapters
take good notes during class—this will force you to pay attention and
process information even when you feel like you are getting it
don’t sign up for long once-a-week classes—they normally require too
much sitting and listening time
4. Now that you’ve learned more about your own learning style, are there
some things you might consider doing to expand on your other styles? If so,
what steps might you take to do this?
Answers will vary, different students will learn in different ways, therefore will
have different areas to improve on. Students will, quite consistently, utilize tactics
including repetition as well as putting themselves in scenarios they may not be
used to in order to learn and establish new and improved habits within their
personal learning style.
2. Have you used any of the OB research methods before? If not, what can
you do to become more familiar with them?
Some students may be familiar with the survey method or case studies. These
methods may be used as part of an OB class or other classes they may be taking,
such as marketing or management. Students who assist actively researching faculty
may gain valuable experience with a wide variety of techniques. Reading
published journal articles in sources such as Journal of Applied Psychology,
Personnel Psychology, or Academy of Management Journal may introduce
students to the different research methods being used in OB. Although it is
difficult to generalize about organizational situations, case studies are a valuable
resource for students interested in learning more about organizational behavior.
Encourage students to seek out case study articles, or to even begin researching
and creating their own case studies about their experience within different
organizations, or based on research they have done.
2. How has technology and the flattening world affected you in the last ten
years? Please share examples of this.
As an instructor, you may want to share your own experiences, which may differ
slightly from the students’ experiences. In the workforce, generations who grew up
with email, instant messaging and blogs are working side by side with generations
who got acquainted with the Internet in their thirties or later. You may steer the
conversation toward how differences in familiarity with technology is affecting
productivity and workplace relationships. It might be beneficial to examine the
different strengths and weaknesses that are brought to the workplace by those
individuals who are less familiar with the latest advances in technology, and what
benefits these individuals can add to an organization.
At the same time, the amount of talk we see about sustainability may have already
peaked. When a trend is new, you are more likely to see BusinessWeek or Wall
Street Journal articles discussing the pros and cons of these movements. As the
movement is absorbed into the culture and into the behaviors of everyday
employees and consumers, we are less likely to see sustainability as being
promoted as a new and novel form of doing business (it will likely become an
everyday occurrence).
At the same time, there is a growing trend for employees to consider working as
part of their retirement or to postpone their retirement. As long as their needs are
met, these employees are likely to remain in the organization, and be loyal and
productive members of the workforce. Therefore, understanding the unique needs
of all age groups and being an employer of choice for different generations may be
a strategy that pays off.
B. GROUP EXERCISE
Best Job/Worst Job created by Talya Bauer
1. Think about the best and worst jobs you have ever had. If you have never had a
job, think of a school project instead. What made the job or project great or
horrible?
2. Now get into a small group of students and share your experience with them.
Listen to what others are saying and see if you see any themes emerge. For
example, what are the most common features of the best jobs? What are the
most common features of the worst jobs?
1. Hopefully you have already completed reading this chapter. If not, wait until
you’ve done so to complete this individual exercise.
2. If you have not done so already, please take the learning styles survey
at http://www.educationplanner.org/students/self-assessments/learning-
styles.shtml.
3. In addition, please be sure you have reviewed the table of contents for this
organizational behavior textbook.
4. What themes do you see? How do you think these topics affect your
interactions with others? How might your learning style affect how you’ll
approach this course? Have you ever considered journaling as a technique for
self-improvement and reflection?
5. Now, write down five action steps that you plan to take as you work through
this book. Refer to these steps throughout the term and modify them as needed.
Example answer:
1. Set multiple small goals throughout the semester to create individual
motivation in even the smallest tasks.
2. Work on managing stress level, find things that will help during
stressful situations.
3. Practice leadership by initiating conversations with colleagues/ peers
and organize group activities
4. Ask questions that will help develop OB skills
5. Take the general concepts and apply them to specific instances in daily
activities
B. GROUP EXERCISE
https://www.ted.com/talks/ricardo_semler_radical_wisdom_for_a_company_a
_school_a_life
Synopsis: “Semler practices a radical form of corporate democracy, rethinking
everything from board meetings to how workers report their vacation days
(they don’t have to). It’s a vision that rewards the wisdom of workers,
promotes work-life balance — and leads to some deep insight on what work,
and life, is really all about.”
Additional Readings
Kenneth H. Blanchard and Norman Vincent Peale (1988). The power of ethical
management. NY: William Morrow and Company, Inc.
Laszlo Bock (2015). Work rules! Insights from Google that will transform your
life. New York: Twelve Publishing.
Stephen R. Covey (2004). The 7 habits of highly effective people. Free Press.
Don A. Dillman, Jolene D. Smyth, and Leah Melani Christian (2008). Internet,
mail, and mixed-mode surveys: The tailored design method. Hoboken, NJ: John
Wiley and Sons.
Thomas L. Friedman (2008). Hot, flat, and crowded. NY: Farrar, Straus and
Giroux.
Marshall Goldsmith (2007). What got you here won’t get you there. NY: Hyperion.
Neil Howe and William Strauss (1992). Generations: The history of America’s
future. NY: William Morrow and Company, Inc.
Jeffrey Pfeffer and Robert I. Sutton (2006). Hard facts, dangerous half-truths and
total nonsense: Profiting from evidence-based management. Boston, MA: Harvard
Business School Press.
Chapter 2
Managing Demographic and Cultural Diversity
I. Discussion Questions
A. DEMOGRAPHIC DIVERSITY
1. What does it mean for a company to manage diversity effectively? How
would you know if a company were doing a good job managing diversity?
A number of indicators would hint that the company is doing an effective job with
diversity management. Here are some examples:
Diversity among employees (this will be evaluated compared to the
diversity of the labor pool). For example, if only three percent of the
employees in a company are African American, does this mean that the
company is not diverse? This would depend on the diversity of the area
population. The situation would be more suspect and there would be more
reason for concern if the area population were ten percent African
American as opposed to two percent African American.
Diversity at all levels. This means we would expect diversity not at the
lower levels, but all the way up to the top management team.
Do most employees feel satisfied and perceive fairness? This means that
regardless of their demographic traits, employees feel that they are fairly
treated and believe that there is a positive work environment.
Do they follow the law? If they have been sued or received a large number
of complaints, this may be the first hint that they may not be doing a good
job managing diversity effectively.
Simply bringing all employees together through events like a company picnic may
not be of much help, because often people divide along demographic lines in these
events. Instead, structured activities encouraging people to interact with specific
others may be helpful. When organizing activities, it also makes sense to find
activities that will not divide people along gender, age, or race lines.
4. What is the earnings gap? Who does it affect? What are the reasons
behind earnings gap?
Earnings gap refers to the gap between average earnings of men, women, and
minorities. For example, the median earnings of women who worked full time in
2014 were 81 percent of men working full time. Similarly, in 2008, for every
dollar a Caucasian male employee made, an African American male made around
79 cents, while a Hispanic employee made 64 cents. Here are some potential
explanations:
These figures often aggregate across different occupations, industries and
positions. Therefore, part of the explanation is that women are found in
lower-paying occupations such as childcare as opposed to construction or
manufacturing jobs.
Differing levels of education are often proposed as part of the reason for
the earnings gap between Caucasians and minorities.
Women are more likely to take time off to raise small children, which
affects earnings.
Differences in likelihood and ability to negotiate partly explain the gap.
While all of the above contribute to the earnings gap, they do not
completely account for the difference. Stereotypes and prejudices continue
to hurt women and minorities, keeping them in less visible positions with
smaller chances for promotions. Studies show that candidates with African-
American–sounding names are less likely to get callbacks.
B. CULTURAL DIVERSITY
1. What is culture? Do countries have uniform national cultures?
Culture is a form of human expression, in nearly every aspect of life (art, food,
religion, daily routines). Culture usually originates in a specific geographic region,
which can then be practiced in other parts of the world. While in some countries,
there is a uniform national culture, culture is not universal in the United States, and
for that reason it is important for people to respect the culture of others, including
in the workforce.
2. How would you describe your own home country’s values on the four
dimensions of culture?
Geert Hofstede defines the four main dimensions of culture as:
-Individualism vs. Collectivism
-Masculinity vs. Femininity
-Power Distance
- Uncertainty Avoidance
The United States is an individualist and masculine nation. Its power distance is
very high (a large gap between the wealthy and the poor – 1%), and generally has a
high uncertainty avoidance – stressing precision and efficiency in the workforce
4. How does culture influence the proper leadership style and reward system
that would be suitable for organizations?
The appropriate leadership style seems to depend on the cultural context. For
example, in highly power distant cultures, paternalistic leaders—a leader who is
authoritarian but makes decisions while showing a high level of concern toward
employees as if they were family members—may be preferred. In collectivistic
societies, there may be greater expectations of informing employees about
important decisions. In cultures high in uncertainty avoidance, the level of change-
oriented and transformational leadership behaviors tends to be less frequent.
5. Imagine that you will be sent to live in a foreign country different from
your own in a month. What are the types of preparations you would benefit
from doing?
The answer should also depend on how long the assignment is. For long
assignments, longer and more detailed preparations would be helpful. You may
want to remind students that in longer assignments, preparing the family members
who will accompany the expatriate is essential for the success of the assignment.
Many expatriate assignments fail because the spouse feels lonely, bored, or is
otherwise unable to adjust.
Learning about the country’s work culture as well as cultural aspects that affect
daily life would be useful. Some basic language training would be very useful for
more effective communication, as well as demonstrating to new colleagues the
expatriate’s high level of motivation.
The expatriate would benefit from a social network. Trying to establish this
network before departing would be helpful. Contacting future colleagues in
advance may help in getting ready as well as creating the early interactions on
which future relationships would be built.
You may want to remind students that even when going to countries where the
same language is spoken and the culture is similar, such as an American employee
assigned to the United Kingdom or Australia, doing advance planning would be
useful to adjust sooner and perform better.
employees in the code of ethics starting from early days may help employees
understand how their personal ethics may differ from company ethics and show
them acceptable actions. Finally, when an employee is observed to be
demonstrating behaviors that do not fit with the company’s ethical values,
reinforcing the correct behaviors while discouraging future occurrences of
undesired behaviors may be useful.
Goodwill has maintained their mission for over 110 years. “The organization has
maintained its core mission to respect the dignity of individuals by eliminating
barriers to opportunity through the power of work.” Goodwill is so successful
because they put 82% of their revenue back into programs to create employment
opportunities, meaning that every 33 seconds of every business day, a new person
is employed and becomes one step closer to economic stability.
2. Goodwill has found success in the social services. What problems might
result from hiring and training the diverse populations that Goodwill is
involved with?
“If you walk into a local Goodwill retail store you are likely to see employees from
all walks of life, including differences in gender and race, physical ability, sexual
orientation, and age. Goodwill provides employment opportunities for individuals
with disabilities, lack of education, or lack of job experience”. While this is an
excellent approach in many ways, it could be the cause of workforce conflicts -
strong disagreements of beliefs/ opinions / lifestyles...etc.
25 sit-ups, as well as climbing over a 4-foot wall. When candidates take this test, it
seems that about 80% of the men who take the test actually pass it, while only 10% of
the female candidates pass the test. Do you believe that this is a fair test? Why or why
not? If you were asked to review the employee selection procedures, would you make
any changes to this system? Why or why not?
B. INDIVIDUAL EXERCISE
A colleague of yours is being sent to India as a manager for a call center. She just
told you that she feels very strongly about the following issues:
a) Democratic leaders are the best leaders because they create a more satisfied
workforce.
b) Employees respond best to individual-based pay incentives and bonuses as
tools for motivation.
c) Employees should receive peer feedback about their performance level so
that they can get a better sense of how well they are performing.
After doing some research on the business environment and national culture in
India, how would you advise your colleague to behave? Should she try to transfer
these three managerial practices to the Indian context? Why or why not?
C. GROUP EXERCISE
Diversity Dilemmas
Imagine that you are working in the HR department of your company. You come
across the following scenarios in which your input has been sought. Discuss each
scenario and propose an action plan for management.
1. Aimee is the mother of a newborn. She is very dedicated to her work but she
used to stay for longer hours at work before she had her baby. Now she tries to
schedule her work so that she leaves around 5:00 pm. Her immediate manager
feels that Aimee is no longer dedicated or committed to her work and is
considering passing her over for a promotion. Is this decision fair?
2. Jack is a married male, while John is single. Your company has an assignment
in a branch in Mexico that would last a couple of years. Management feels that
John would be better for this assignment because he is single and is free to
move. Is this decision fair?
3. A manager receives a request from an employee to take off a Wednesday for
religious reasons. The manager did not know that this employee was
particularly religious and does not believe that the leave is for religious reasons.
The manager believes that the employee is going to use this day as a personal
day off. Should the manager investigate the situation?
4. A sales employee has painful migraines intermittently during the workday. She
would like to take short naps during the day as a preventative measure and she
also needs a place where she can nap when a migraine occurs. Her immediate
manager feels that this is unfair to the rest of the employees.
5. A department is looking for an entry-level cashier. One of the job applicants is a
cashier with 30 years of work experience. The department manager feels that
this candidate is overqualified for the job and is likely to be bored and leave the
job in a short time. Instead, they want to pursue a candidate with 6 months of
work experience who seems like a better fit for the position. Is this fair? Why
or why not?
B. INDIVIDUAL EXERCISE
There are several factors that will contribute to the three ideas failing to work in
India. The first idea your colleague feels strongly about is that a democratic leader
is better for employees. While this may be the case in the United States, India is a
highly collectivist culture with a strong family focus. Children will often defer to
their family to determine what organization they should work for. Because of this
comfort with a clearly hierarchical power structure, employees may feel
uncomfortable with a democratic leader.
While pay can be a great motivator, India’s collectivist culture may not coincide
with singling out an individual for a raise or bonus. Because individuals in India
focus more on team performance than individual contribution, a team-based
incentive would likely work better.
In general, a management style more suited for a collectivist, high power distant
society would be more effective than a style representative of successful managers
in the United States. You may advise your colleague to examine the company
culture before implementing any major changes.
C. GROUP EXERCISE
1. No. The first thing to consider is that staying extra hours is not mandated by
Aimee’s job description, it was just something she would do anyway. Second,
it would be reasonable to assume that she is organizing her schedule to
accommodate her new child rather than losing her dedication to work. Third, if
Aimee’s performance while at work merits a promotion, then she deserves the
promotion regardless of her schedule outside of work. Finally, Aimee’s child
will not be an infant forever. There is a very good chance that once the child is
a bit older, Aimee will return to her previous schedule. With this in mind,
passing over Aimee for a promotion would not only be potentially illegal, but
also foolish. Instead, management should discuss the nature of the promotion
with Aimee. It is entirely possible that the extra obligations associated with a
promotion would be too much for Aimee at this time. She may be more
comfortable remaining in her current position for the time being.
2. No. Organizational decisions should be based on performance at work and
employee preference. It is not the organization’s job to make decisions about
the nature of an employee’s outside relationships or obligations. Perhaps Jack’s
wife is from Mexico, and Jack has been looking for a way to move his family
to Mexico for a few years. Additionally, John has just purchased a home and is
in no position to move any time soon. In this case, Jack would be the better
candidate. Management should present the opportunity to the employee that is
the best fit for the position and try to get an idea of how a transfer would affect
personal obligations. If Jack is the better candidate, offer it to him first. Let him
weigh the pros and cons and make a decision himself.
3. No. Religion is a touchy subject for many people and an “investigation” would
probably not go over well with other employees. Instead, the organization
could consider having something like flexible time off. In this case, all
employee time off is pulled from the same pool. If employees of different
religions want to take time off for religious purposes, it would be the same as
taking a day off to go on vacation or even for being sick. In this type of
environment, a day off is a day off, regardless of circumstance.
4. This situation encroaches on the idea of accommodation without “undue
burden”. For example, if many employees were packed into already cramped
space, with no room to spare, it would be extremely difficult to accommodate
the employees’ needs. At the same time, if space were plentiful, it may seem
distinctly unfair that one employee gets to take naps during the day. In the
latter scenario, perhaps it would be a good idea to create a nap room for all
employees. Several studies have shown that taking a short nap during the day
can reduce stress and increase productivity. Maybe the employee suffering
Names tend to carry a great deal of meaning for individuals. Dale Carnegie wrote
the following advice in his book “Remember that a person's name is to that person
the sweetest and most important sound in any language.” To start them sharing,
ask students to add the following points to the conversation- their formal name, the
meaning/origin of their name (if they know it), and any other insights/opinions
they have about their name.
B. Title: How to overcome our biases? Walk boldly toward them by Vernã
Myers
http://www.ted.com/talks/verna_myers_how_to_overcome_our_biases_walk_b
oldly_toward_them
Synopsis: Vernã attempts to show how we do have biases while we try to
overlook them. She talks about how we subconsciously have stereotypical
attitudes towards people who are different from you, and how we should go
away from our comfort and experience diversity for ourselves.
Additional Readings
Alexa Clay and Kyra Maya Philipps (2015). The misfit economy: Lessons on
creativity from pirates, hackers, gangsters, and other informal entrepreneurs. New
York: Simon and Shuster.
Robert J. House, Paul J. Hanges, Mansour Javidan, and Peter Dorfman (2004).
Culture, leadership, and organizations: The GLOBE study of 62 societies.
Thousand Oaks, CA: Sage Publications.
Ellen Ernst Kossek and Sharon A. Lobel (1996). Managing diversity: Human
resources strategies for transforming the workplace. Cambridge, MA: Blackwell
Business.
R. Roosevelt Thomas, Jr. (1992). Beyond race and gender: Unleashing the power
of your total workforce by managing diversity. NY: American Management
Association.
Colleen Garton and Kevin Wegryn (2006). Managing without walls: Maximize
success with virtual, global, and cross-cultural teams. Mc Press.
Chapter 3
Understanding People at Work:
Individual Differences and Perception
I. Discussion Questions
A. THE INTERACTIONIST PERSPECTIVE: THE ROLE OF FIT
1. How can a company assess person/job fit before hiring employees? What
are the methods you think would be helpful?
Person/job fit is the degree to which a person’s skill, knowledge, abilities, and
other characteristics match the job demands. To assess person/job fit, it is possible
to utilize tests to assess the skill, knowledge, or abilities the person possesses, and
whether these match with the job demands. This process starts with the company
identifying the specific levels of skills required by the job, using a job analysis and
a job description. Then, particular tests can be selected. For example, to hire a
computer programmer, job candidates may be asked to write code. To hire a
teacher, the candidate may be asked to deliver a lecture to a live audience. To hire
a human resources (HR) professional, the person may be given a written test
assessing the person’s professional and legal knowledge. When hiring police
officers or firefighters, candidates are routinely given physical ability tests
requiring lifting weights, running, or doing push-ups.
Interviews are often useful for detecting person/job fit. In a job requiring conflict
resolution, asking targeted situational questions such as “tell me about a situation
where you had a conflict with someone from a different department. How did you
go about resolving it?” may indicate the degree to which the person is qualified for
the position or not, based on prior experiences.
Finally, examining someone’s resume may give useful hints for assessing
person/job fit. When the job demands experience in customer service and if the
candidate’s resume shows several years of experience providing customer service,
person/job fit may be inferred.
Student answers will vary. Here are some examples for the big five personality
traits:
2. What are the unique challenges of managing employees who have low self-
efficacy and low self-esteem? How would you deal with this situation?
When employees believe that they cannot perform a specific task, their actual
performance will likely suffer. These employees will likely set lower goals for
themselves and be less committed to their goals. Similarly, low self-esteem seems
to hurt employee performance because they question their self-worth and are more
negatively affected when they are presented with negative feedback. For
employees with low self-efficacy, training them so that they acquire the skills is
only part of the equation. Showing them that they can indeed be successful in this
task may require verbal encouragement, as well as allowing them to score small
wins and build their self-confidence. For employees with low self-esteem, how
negative feedback is provided will be very important. Managers who provide these
employees with frequent verbal encouragement may help them increase
performance. When providing corrective feedback, making sure that the feedback
targets behavior along with a proposed solution would be useful. Otherwise,
employees with low self-esteem may view negative feedback as a judgment on
their personal worth and may become demoralized as opposed to viewing feedback
as a helpful aid.
3. What are some methods that companies can use to assess employee
personality?
As discussed in the text, personality testing has challenges, such as faking.
Therefore, when selecting employees, companies are advised to proceed with
caution. Yet, companies do not use only personality tests in selection. When
personality tests are used for training employees and planning career development,
they are less likely to suffer from the biases that may occur during employee
selection. If test results are going to be used for the benefit of the employee as
opposed to making judgments about the employee, employees will have more
reason to be open and honest when reporting their personalities.
Here, it may be useful to steer the discussion toward challenging the question
itself: Why should companies worry about assessing employee personality? Isn’t it
more useful to measure skills? In fact, the weak correlation between personality
and job performance indicates that measuring skill levels may be more useful than
measuring personality per se.
4. Have you ever held a job where your personality did not match the
demands of the job? How did you react to this situation? How were your
attitudes and behaviors affected?
Student answers to this question may vary. When there is a mismatch between
personality and job demands, employees are likely to be unhappy at work and are
likely to quit their jobs sooner. This may also increase their stress level and
whether they go “above and beyond” when it comes to performing their job duties.
C. PERCEPTION
1. What are the implications of contrast error for interpersonal interactions?
Does this error occur only when we observe physical objects? Or have you
encountered this error when perceiving behavior of others?
Contrast error is also prevalent when we observe other individuals or teams in the
workplace or in personal life. An interviewer who talks to two excellent candidates
may view a third, moderately strong candidate as a misfit for the position. This
may be because in contrast to the first two, the third person comes across as
weaker than he/she really is. Or imagine that a professor is grading student papers.
Right after grading two papers that were poorly done, the professor who comes
across an average paper may grade the paper higher than it deserves because in
contrast to the first two, the third one appears so much better.
2. What are the problems of false consensus error? How can managers deal
with this tendency?
False consensus error refers to believing that others share our tendencies,
prejudices, stereotypes, or other habits. This leads to the belief that whatever we
are doing, “everybody else is doing it as well.” This may increase the level of
discrimination or other unethical behaviors in the workplace. This tendency may
be dealt with by making it clear that these behaviors will not be tolerated in the
workplace. Having strong ethics guidelines may also be useful.
4. How do we manage the fact that human beings develop stereotypes? How
would you prevent stereotypes from creating unfairness in decision-
making?
It is probably not possible to avoid stereotyping altogether. As human beings, we
classify information into categories. The problem is not necessarily the fact that
people have these stereotypes, but we use stereotypes (or generalized assumptions)
to make decisions or inferences about particular individuals. A better approach
would be to collect information about the particular individual. For example,
instead of assuming that an older job candidate would demonstrate higher levels of
safety behaviors, examining the safety records of each job candidate would allow
the decision maker to go beyond stereotypes.
2. Can you think of examples in your own life when a diverse group has
helped or hindered decision-making?
Student’s answers will vary with different personal examples of how diversity
has affected their decision-making.
3. Do you think TIAA-CREF has a competitive advantage due to their
history of valuing diversity?
Student’s answers will vary. Some will say that they do and that they attract
more forward-thinking customers, suppliers and employees. Others will say
no because they limit themselves to certain people and company’s that
maintain the diversity they aim to work with and work for.
4. Do you think TIAA-CREF would continue to value diversity for
decision making as much as it does if it fell on hard economic times?
Why or why not?
Student’s answers will vary based on personal beliefs of the importance of
diversity compared to keeping a company profitable.
5. What costs to do you think are associated with maintaining diversity
during decision-making?
When maintaining diversity within an organization, it is assumed that there
will be a variety of views and opinions that may not agree with those of other
employees. This discord creates difficulties during decision-making, which
could result in wasting time debating over different solutions or even in the
inability to reach a resolution.
well. You are relatively sociable and can cope with some stress but honestly you are not
very high in either trait. The job pays well and it is a great stepping-stone to better jobs.
How are you going to respond when completing the personality questions? Are you
going to make an effort to represent yourself as how you truly are? If so, there is a
chance that you may not get the job. How about answering the questions to fit the
salesperson profile? Isn’t everyone doing this to some extent anyway?
Discussion questions
1. What are the advantages and disadvantages of completing the questions
honestly?
2. What are the advantages and disadvantages of completing the questions in
a way you think the company is looking for?
3. What would you really do in a situation like this?
B. INDIVIDUAL EXERCISE
Changing Others’ Perceptions of You
How do other people perceive you? Identify one element of how others perceive
you that you are interested in changing. It could be a positive perception (maybe
they think you are more helpful than you really are) or a negative perception
(maybe they think you don’t take your studies seriously).
What are the reasons they formed this perception? Think about the
underlying reasons.
What have you done to contribute to the development of this perception?
Do you think there are perceptual errors that contribute to this perception?
Are they stereotyping? Are they engaging in selective perception?
Are you sure that your perception is the accurate one? What information
you have which makes your perceptions more valid than theirs?
Create an action plan about how you can change this perception.
C. GROUP EXERCISE
Selecting an Expatriate Using Personality Tests
Your department has over 50 expatriates working around the globe. One of the
problems you encounter is that the people you send to other cultures for long-term
(2- to 5-year) assignments have a high failure rate. They either want to return home
before their assignment is complete, or they are not very successful in building
relationships with the local employees. You suspect that this is because you have
been sending people overseas solely because of their technical skills, which does
not seem to be effective in predicting whether these people will make a successful
adjustment to the local culture. Now you have decided that when selecting people
to go on these assignments, personality traits should be given some weight.
1. Identify the personality traits you think might be relevant to being
successful in an expatriate assignment.
The other major issue to consider is that you are making assumptions about the
type of personality a company is looking for. While a sales job may require
someone high in extraversion, this particular sales job may want someone higher
on consciousness than extraversion. Additionally, even if the company wants
someone with some level of extraversion, it may not want someone high in
extraversion. In this case, making yourself seem extremely extroverted might be a
bad thing.
In general, when taking a personality test, it is a good idea to just answer honestly.
If you feel you can perform a particular job, your personality test will likely reflect
that feeling.
B. INDIVIDUAL EXERCISE
There are several key concepts to keep in mind while doing this exercise. People
tend to form opinions about others based on personal observations as well as
observations of others. First impressions carry substantial weight as well. If
someone forms the opinion that you are lazy based on a preliminary interaction, it
will be difficult to overcome the label.
Are the reasons you think people have formed perceptions of you the actual
reasons? If someone doesn’t know you very well, they may use stereotypes to form
opinions.
Because opinions are generally formed through observations, any action plan to
change people’s opinion of you should include specific changes in actions. For
example, if people have formed the opinion that you are a slob based on the fact
that your clothes are always wrinkled and mismatched, when in reality you keep
your home very neat and organized, your action plan should include a conscious
effort to have your appearance match your lifestyle.
C. GROUP EXERCISE
1. Conscientiousness and openness to experience would be very important for
living within a new culture. Depending on the culture, extraversion may
actually hinder forming relationships and being successful if moving from an
individualistic to a collectivist society. Since being away from friends and
family can be hard, someone high on emotional stability may be better
equipped to handle the transition.
2. Many personality tests measure the big five personality traits (extraversion,
conscientiousness, openness to experience, agreeableness, and emotional
stability). Questions are often rated on a 5-point scale where 1 = strongly
disagree, 2 = somewhat disagree, 3 = neither agree nor disagree, 4 =
somewhat agree, 5 = strongly agree. Sample test questions for each trait are as
follows:
Extraversion
At a party I like to talk to as many people as I can.
I often raise my hand in class.
I enjoy meeting new people.
Conscientiousness
I keep my workplace organized.
I can always tell when someone is having a bad day.
When I start a project, I always follow through.
Openness to experience
I enjoy trying new things.
When I eat out I try to get something different every time.
I am comfortable in unfamiliar situations.
Agreeableness
I often get along with others.
I enjoy cooperating.
I do not have a problem following directions.
Emotional stability
I am often sad.
I get stressed out easily.
I tend to “snap” at others.
MORAL.
Source: J. Short, T.N. Bauer, L. Simon, and D. Ketchen (2009). Atlas Black: Managing to Succeed. NY: Flat World
Knowledge. Used with permission.
If you were to take into account what each person described as an elephant, it
might look something like the picture above.
society, and how they too are stimulated, but in different environments than
that of extroverts.
Additional Readings
Marcus Buckingham and Donald O. Clifton (2001). Now, discover your strengths.
NY: The Free Press.
Susan Cain (2013). Quiet: The power of introverts in a world that can’t stop
talking. Broadway Books.
Malcolm Gladwell (2005). Blink: The power of thinking without thinking. Boston,
MA: Little Brown.
Heidi Grant Halvorson (2015). No one understands you and what to do about it.
Harvard Business Press.
Ed Michaels, Helen Handfield-Jones, and Beth Axelrod (2001). The war for talent.
Boston, MA: Harvard Business School Press.
Sheryl Sandberg (2013). Lean in: Women, work, and the will to lead. Knopf.
Chapter 4
Individual Attitudes
and Behaviors
I. Discussion Questions
A. WORK ATTITUDES
1. What is the difference between job satisfaction and organizational
commitment? Which do you think would be more strongly related to
performance? Which would be more strongly related to turnover?
While they are both job attitudes, job satisfaction deals with one’s attitudes toward
the work one performs as well as the context in which the work is performed,
while organizational commitment is the attachment to the company. Research
shows that the connection between work attitudes and performance is not
particularly strong, and organizational commitment is weakly related to
performance compared to job satisfaction. For turnover, commitment is a more
relevant predictor.
3. In your opinion, what are the three most important factors that make
people dissatisfied with their job? What are the three most important
factors relating to organizational commitment?
-Stagnancy within the company: no innovations in production or staff, no
motivation (no pay raises, no promotions).
-A lack of organization in management.
-Minimal benefits in health care, vacation time, insurance, etc.
These three things relate back to organizational commitment and the willingness of
the company to spend money and time to insure the wellbeing of their employees,
which ultimately lead to a more satisfied and dedicated employee willing to put
their hard work back into the organization.
5. Do you think younger and older people are similar in what makes them
happier at work and makes them committed to their companies? Do you
think there are male/female differences? Explain your answers.
Younger and older employees seem to vary in what makes them satisfied with
work. It seems that older employees are more tolerant of many negative elements
of the work environment while younger employees prefer to leave their jobs in
response to their dissatisfaction. Older employees may appreciate the flexibility of
their schedules. Older employees may have more years of work experience,
allowing them to put their current experiences into context and making it possible
to make comparisons. To the extent that age is related to physical condition of the
person, older employees pay more attention to the physical elements of the
workplace. Older employees may face age-related stereotypes and discrimination,
potentially making them more sensitive to fairness of the work environment. To
the extent that their medical bills are higher, satisfaction with benefits may
contribute to their commitment to the organization.
more attention to the ability to balance work and family obligations; therefore
family-friendly policies may be useful to increase job satisfaction.
B. WORK BEHAVIORS
1. What is the difference between performance and organizational
citizenship behaviors? How would you increase someone’s performance?
How would you increase citizenship behaviors?
Performance refers to behaviors that are prescribed in one’s job description, while
citizenship behaviors involve behaviors that improve the quality of life within the
organization without being prescribed. Perhaps the best way of increasing job
performance is ensuring that the person has the skills and abilities to perform the
job, whereas citizenship behaviors are less dependent on one’s ability to perform.
Instead, motivation to perform these behaviors is more important. Treating
employees fairly, building effective relations with them, creating a people-oriented
atmosphere would likely increase the level of citizenship behaviors.
3. Given the factors correlated with job performance, how would you
identify future high performers?
Skills and abilities can be detected using skills tests or by reviewing one’s past
experience. General mental abilities may be assessed using intelligence tests. For
example, the Wonderlic personnel test is a fifty-item test that applicants are asked
to complete in twelve minutes. Many organizations use this test in employee
selection because it has been correlated with job performance in a number of
settings.
2. Do you think people leave their jobs for the same reasons around the
world? If not, explain why you think so.
Depending on the economic situation within a country, you may expect employees
to remain in their jobs even when they are dissatisfied at work. Quitting one’s job
because one does not fit with the company culture may be a luxury in a developing
country with few job opportunities. Similarly, in countries where employees are
struggling to make ends meet (such as China), very small salary differences may
motivate employees to quit their jobs and go elsewhere. On the other hand, in
cultures that have a long-term view in which patience is valued, advancement
opportunities may be valued as much as the characteristics of the current job.
While employees in cultures such as the United States may be more sensitive to
the characteristics of their current jobs, employees in Japan seem to appreciate the
training they get from the organization and take a longer-term view of whether the
job is meeting their needs.
Given that a truck driver shortage is expected around the world, how can trucking
companies attract employees who will fit best and stay the longest in the company? Is
it possible to increase retention by hiring the right person?
To find and hire new employees for truck drivers, companies should look at the current
employees they have, observe similar, positive and efficient characteristics within the
different drivers, and begin to come up with a standard type of person who would fit with
this job. This could include characteristics such as marital status (if they are single without
kids, they are less likely to be confined to certain geographic regions and therefore can
move around the country with more freedom). Companies should then target this specific
type of person as a reliable way to find new employees. While this is in some ways
creating stereotypes, in this case it is necessary due to the expected shortages of truck
drivers in the future.
Pay, working conditions, and home time appear to be key in the retention of truck
drivers. What innovative techniques from other industries might apply to the
trucking industry?
Interpersonal relationships with people at work - a therapist of sorts
Allowing truckers to choose equipment and destination - the truck they drive/ what
area of the country they drive to and from
Regular attitude surveys to check on employees mental health
While the life of a truck driver is not for everyone, there are thousands of drivers
who find the job satisfying and perform well on the job. What do you think explains
this?
Different people excel in different aspects of life, some people enjoy long drives, while
others feel uneasy. Furthermore, truck drivers understand that there job is important and
necessary for many companies, and feel a sense of obligation and achievement in their
performance.
Safety is a major concern. Poor job performance in this instance can mean the
difference between life and death. Given this, whose responsibility is it to keep truck
drivers feeling good about their jobs and doing well? Why?
Student’s answers will vary. Some will say it is the primary responsibility of the truck
company to train their drivers and insure the mental and psychical wellbeing of their
employee when placing them behind the wheel of a truck. Others will say it is the primary
responsibility of the driver to drive safely, just like any other drive on the road.
B. INDIVIDUAL EXERCISE
Reading and Responding to Employee Blogs
You found out that one of the employees from your company has created a blog
about the company. Other current and ex-employees are also posting on this blog,
and the picture they are painting is less than flattering. They are talking about their
gripes, such as long work hours and below-market pay, and how the company’s
products are not great compared to those of competitors. Worse, they are talking
about the people in the company by name. There are a couple of postings
mentioning you by name and calling you unfair and unreasonable.
1. What action would you take when you learn the presence of this blog?
Would you take action to stop this blogger? How?
2. Would you do anything to learn the identity of the blogger? If you found
out, what action would you take to have the employee disciplined?
3. What would you change within the company to deal with this situation?
4. Would you post on this blog? If so, under what name, and what comments
would you post?
C. GROUP EXERCISE
Exit Interview Role Play and Developing an Attitude Survey
This role-play will be played by three students. One student will be an employee
from the human resources (HR) department conducting the interview, the second
will be the employee who is leaving, and the third will be an observer. The HR
employee and the departing employee will conduct an exit interview. At the
conclusion of the interview, the observer will provide feedback to the HR
employee regarding how the interview could have been improved and how the
employee could have been more open.
© Bauer & Erdogan 2016, published by Flat World Knowledge
Organizational Behavior 2.0 – Bauer and Erdogan 41
Instructor Manual
You have worked for ATA manufacturing for the past three years. In
the past year, you have become deeply dissatisfied with the working
conditions and the job itself. You have now found a different job in the
same industry and are happy to be leaving. The HR department
contacted you to conduct an exit interview. You are very hesitant to
divulge the details of why you are leaving. This is a small industry and
speaking badly about the company does not really have any benefits
for you. Yet, you are an honest person and if the HR shows a sincere
concern to learn your opinion, you would share your thoughts about
what is wrong in this company. You must also get a sense that your
answers will remain confidential.
The reasons you are leaving are (choose three from the following list
Part 2
In groups of three, review the information gathered from the exit interview. Many
of these problems may be affecting the rest of the employees. Develop an attitude
survey to be distributed to remaining employees of this company. Develop
questions based on what came out of the interview as well as other areas you feel
may be important to know. Discuss how the surveys would be administered and
what would be done to (a) have a high response rate and (b) ensure the accuracy of
responses.
Even if specific employees are never identified, you should take action on the idea
that there are employees that are uncomfortable with the work environment.
Speaking in general terms can address harassment issues without using specific
examples. It may be necessary to conduct another survey to identify which
individuals have been doing the harassing and take direct action with them.
Finally, an organization has the obligation to protect its employees from a hostile
work environment and harassment from any individuals. Therefore, establishing a
complaint mechanism and publicizing this mechanism to employees would be a
good step. Employees should know who to go to in order to voice such concerns.
They should also know that if they voice a complaint about a particular individual,
they will not be harmed as a result of this action.
B. INDIVIDUAL EXERCISE
While employees have the right to express their opinion, there are certain aspects
that cannot be disclosed. For example, some companies have employees sign
documents agreeing not to discuss particular aspects of the organization. If this is
the case, the blogging might become a legal issue. Additionally, while not
necessarily a legal issue, identifying employees by name is inappropriate. At the
very least, employees could be asked to respect the privacy of others by not using
names in their blogs. More important, the organization may want to simply talk to
employees and address some of the issues causing them to be so dissatisfied.
Keep in mind that two wrongs do not make a right. It is generally not wise to
combat inappropriate behavior with more inappropriate behavior. With this idea in
mind, it would probably only hurt the situation to attempt to post information to
the blog under false pretenses or to attack those posting on the blog via similar
means.
C. GROUP EXERCISE
Part 1
Exit interviews are a great way for companies to find out areas where they can
improve. Often, employees will move from one company to another for reasons
that are beyond the control of management (location, company size, industry,
simply not liking the job), but other times employees leave because of
organizational deficiencies. In the latter case, management has an opportunity to
capture the opinion of a less-restrained employee. In other words, because the
employee is leaving and there is substantially less chance of repercussions, he or
she may be inclined to deliver more candid responses to questions.
Be sure to be respectful in your exit interview. If you are leaving a small company
to go work for a major firm, don’t belittle the opportunities the company had to
offer.
Part 2
Based on the responses from the exit interview, a survey can be developed to target
specific issues. An easy way to ensure a high response rate is to have employees
complete the survey during paid work hours (as opposed to on employees’
personal time). The accuracy of responses can be increased by ensuring
confidentiality. Remember, the goal of the attitude survey is to get a picture of the
organizational attitude in general, not single out specific employees. Additionally,
it is important for management/HR to keep in mind that surveys of any kind can
become tedious for employees. Constantly administering surveys but not taking
action may lead to employees not taking the surveys seriously, and thus results will
be less accurate.
Have one group (or section of a smaller group) come up with a solution focusing
specifically on what is best for the employee, without regard to time or cost. The
alternate group will come up with a solution focusing on time and money (in other
words, a reasonable solution that is both time and cost effective).
Have the two groups compare the different solutions and try to create a
compromise that satisfies both parties.
A new accounting program, to be used by all employees, is being
implemented.
A company is changing from each employee having an individual office to
employees sharing an open, centralized workstation environment.
A company is merging with another organization. While most jobs are
secure, several positions overlap and employees will be let go.
The organization’s reputation for customer service has declined to the point
that it is significantly affecting business.
The company is being sued by an underrepresented group for having a
hostile work environment.
A small company is entering a period of rapid expansion to keep up with
customer demand. The number of employees will triple over the next two
years.
Use the following table to put into the ideas that come up in the discussion and pros and
cons of each:
Low Cost
Source: Brett Guidry, Portland State University. Used by permission of the author.
Additional Readings
Adam Grant (2014). Give and take: Why helping others drives our success.
Penguin Books.
Toy Hsieh (2013). Delivering happiness: A path to profits, passion, and purpose.
Grand Central Publishing.
Michael C. Hyter, Judith L. Turnock, and James M. Kilts (2006). The power of
inclusion: unlock the potential and productivity of your workforce. Hoboken, NJ:
John Wiley and Sons.
Chapter 5
Theories of Motivation
I. Discussion Questions
A. NEED-BASED THEORIES OF MOTIVATION
1. Many managers assume that if an employee is not performing well, the reason
must be a lack of motivation. Do you think this reasoning is accurate? What is
the problem with the assumption?
While at times a lack of motivation may be the cause of a poor performing
employee, this is not always the case. Assuming this places all of the fault on the
employee, when their lack of motivation could be due to issues within the
organization they work for. If the manager assumes it is all on the employee, he
misses the chance to fix aspects of his company that will enhance production and
employee satisfaction.
Also, if employees are starving, they will not be able to concentrate on work, so
providing food in company cafeterias would be useful. For safety needs, ensuring a
safe work environment, generous benefits, and reasonable levels of job security
could be useful. For social needs, creating a work environment where employees
can interact with each other and build harmonious relationships would be helpful.
Esteem needs can be satisfied using rewards, awards, promotions and other
indicators of advancement. Finally, self-actualization needs would be addressed
using learning opportunities, training and development programs, as well as tuition
assistance programs allowing employees to pursue advanced skills.
4. Which motivation theory have you found to be most useful in explaining why
people behave in a certain way? Why?
Student answers to this question will vary. You may also want to highlight whether
the theories students find most useful are the strongest theories from a research
perspective.
B. PROCESS-BASED THEORIES
1. Your manager tells you that the best way of ensuring fairness in reward
distribution is to keep the pay a secret. How would you respond to this
assertion?
There are at least two problems with pay secrecy. First, it does not always work.
People often find out each other’s pay due to security problems in the
organization’s HR system, employees sharing this information with their
confidants, or some employees making the assumption that their pay is common
knowledge. Second, when pay is secret, employees often assume that they must be
underpaid. Regardless of pay is secret or not, the organization will need to review
the pay scale and examine whether pay is correlated with the amount of inputs
(such as skills and performance level) people are bringing to work.
Expectancy: If I try, can I sell two cards a day? If employees feel that selling two
cards is too difficult and there is not much they can do to influence whether
customers apply for the store credit cards or not, expectancy is low and as a result
motivation to try will be low.
Instrumentality: If I sell two cards a day, is it guaranteed that I am going to get a
reward? In this example, instrumentality is high because the Starbucks gift card is
guaranteed.
Valence: Do I find the $5 Starbucks card desirable? If employees think that this is
a valuable reward, they are more likely to be motivated.
Moreover, whether ethical behaviors are rewarded or punished will determine the
level of ethics prevalent in the organization. If the organization rewards unethical
players by promoting them and punishes ethical people by passing over them for
promotions, the organization will develop an unethical climate.
fairness seems to be important around the world, what is viewed as fair or unfair is
a culturally determined topic.
3. Trader Joe’s promotes entirely from within the organization. This means
that if you are a good, dedicated worker, you can rise up within the company.
Do you feel employees would be as dedicated to the company if this were not
the case? Would high pay be enough to keep employees? What if the company
only promoted from within but pay was not as good?
Student’s answers will vary. Some may say that high pay is enough of an incentive
to keep an employee in the company; others may argue that promotions in
company give employees a sense of value and importance, which may make them
more likely to stay in the organization.
4. A fact mentioned in the case is that Trader Joe's is also a supermarket that
emphasizes cost minimization and low prices. How can an organization
emphasize low prices while also investing in its employees? Are these
contradictory strategies? Why or why not?
The ability to maintain both employee and consumer happiness while making a
profit is the key to running a successful company. While it may same problematic
to emphasize both low prices and investing in employees, in the long term it is
beneficial. Keeping employees happy will reduce the need to hire and train new
employee, which costs a lot more money for the company. Keeping low prices will
keep consumers happy and make them more likely to visit frequently.
Your company is concerned about the rising healthcare costs and decides to motivate
employees to adopt healthy habits. Therefore, employees are given a year to quit
smoking. If they do not quit by then, they are going to lose their jobs. New employees
will be given nicotine tests and the company will avoid hiring new smokers in the
future. The company also wants to encourage employees to stay healthy. For this
purpose, employees will get cash incentives for weight loss. If they do not meet the
weight, cholesterol, and blood pressure standards to be issued by the company, they will
be charged extra fees for health insurance.
Is this plan ethical? Why or why not? Can you think of alternative ways in which you
can motivate employees to adopt healthy habits?
B. INDIVIDUAL EXERCISE
Your company provides diversity-training programs to ensure that employees
realize the importance of working with a diverse workforce, are aware of the equal
employment opportunity legislation, and are capable of addressing the challenges
of working in a multicultural workforce. Participation in these programs is
mandatory, and employees are required to take the training as many times as
needed until they pass. The training program lasts one day and is usually
conducted in a nice hotel outside of the workplace. Employees are paid for the
time they spend in the training program. You realize that employees are not really
motivated to perform well in this program. During the training, they put in the
minimum level of effort, and most participants fail the exam given at the
conclusion of the training program and then have to retake the training.
Using expectancy and reinforcement theories, explain why they may not be
motivated to perform well in the training program. Then, suggest improvements in
the program so that employees are motivated to understand the material, pass the
exam, and apply the material in the workplace.
C. GROUP EXERCISE
A Reward Allocation Decision
You are in charge of allocating a $12,000 bonus to a team that has recently met an
important deadline. The team was in charge of designing a Web-based product for
a client. The project lasted a year. There were five people in the team. Your job is
to determine each person’s share from the bonus.
Alice: Technical lead. She oversaw the technical aspects of the project. She
resolved many important technical issues. During the project, while some members
worked extra hours, she refused to stay at the office outside of regular hours.
However, she was productive during regular work hours and she was accessible
via email in the evenings. Her salary is $50,000. She is a single mother and has a
lot of debt. She has worked for the company for four years and worked for the
project for eight months.
Erin: Graphic Designer. She was in charge of the creative aspects of the project.
She experimented with many looks and while doing that she slowed down the
entire team. Brice and Carrie were mad at her due to the many mistakes she made
during the project, but the look and feel of the project eventually appealed to the
client, which resulted in repeat business. Her salary is $30,000. She is single, and
lives to party. She has worked for the company for 2 years and worked for this
project since the beginning.
Brice: Tester. He was in charge of finding the bugs in the project and ensuring that
it worked. He found many bugs, but he was not very aggressive in his testing. He
misunderstood many things, and many of the bugs he found were not really bugs
but his misuse of the system. He had a negative attitude toward the whole project,
acted very pessimistically regarding the likelihood of success, and demoralized the
team. His salary is $40,000. He has accumulated a large credit card debt. He has
worked for the company for three years and worked for the project in the last six
months.
Carrie: Web developer. She was in charge of writing the code. She was frustrated
when Erin slowed down the entire project because of her experimentation. Carrie
was primarily responsible for meeting the project deadline because she put in a lot
of extra work hours. Her salary is $50,000. Her mother has ongoing health issues,
and Carrie needs money to help her. She worked for the company for the past year
and was in this project for six months.
B. INDIVIDUAL EXERCISE
For this example, it seems like employees are actually rewarded for poor
performance. Employees get to spend the day at a nice hotel, are compensated for
their time, and have no consequences for poor performance. In fact, poor
performance earns individuals another paid day at the nice hotel. Instead of having
an offsite, daylong seminar, it may be more beneficial to have several shorter,
onsite trainings. It might also be beneficial to tie diversity-training direction to the
work environment with specific examples. Generic diversity education is good, but
something that might personally relate to employees will likely be absorbed better.
Continuing education is also a good idea so employees do not forget concepts they
may have already learned.
C. GROUP EXERCISE
There are several methods that might be considered for distributing the bonus. The
easiest thing to do might be to divide the bonus evenly, with each team member
receiving $2,000. Based on the descriptions of each team member, however, this
may not be fair. Another method may involve dividing the bonus based on
employee salary. Generally this would not mean giving a larger bonus to someone
with less money, but instead it would be the opposite. This method also assumes
that the employee pay is proportional to the job they are performing. For example,
Devin, the project manager, makes $80,000. Since his salary is the largest, he
would get the largest bonus. The split might look something like this:
Devin = $3,200
Alice = $2,000
Erin = $1,200
Brice = $1,600
Carrie = $2,000
Of course, we are provided with other information. Some members of the team
were not involved with the project from the beginning, and it seems that certain
members may have slowed the group process. There is also information regarding
team member’s personal financial status. Because the bonus is based on work
output and not on home life, it is not fair to incorporate factors outside of work into
bonus pay. While this may seem harsh given the nature of some of the group
member’s personal information, it ultimately becomes a legal issue. However,
group members could potentially fill out a survey rating each group member
within on individual contribution, effort, quality of work, and how the bonus
should be distributed. If all members come to the same conclusion on the
distribution of the bonus and the contributed workload, the bonus could be divided
based on these surveys.
Another alternative would be to spend the money on a big team outing as opposed
to distributing it to individual members. Taking employees on a retreat for the
weekend may build team camaraderie and reward each member’s unique
contributions to the team without necessarily ranking member contributions. The
truth of the matter is that each member is responsible for the ultimate success of
the team, despite variation in the nature of his or her contributions.
An employee has just become a parent and is taking a job with another
company that pays more and offers better health benefits.
An employee takes a job offer with a major corporation despite low pay
and long hours.
An individual pursues a career in nursing after a close relative dies of
cancer.
An accountant with ten years’ experience leaves a major accounting firm to
acquire an advanced degree.
A sales representative passes on a promotion offer.
An employee transfers from a major oil company to work for a small,
renewable energy organization.
Additional Readings
Gary P. Latham (2006). Work motivation: History, theory, research, and practice.
Thousand Oaks, CA: Sage Publications.
Len Lewis (2005). The Trader Joe's adventure: Turning a unique approach to
business into a retail and cultural phenomenon. Kaplan Business.
Daniel Pink (2011). Drive: The surprising truth about what motivates us.
Riverhead Books.
Chapter 6
Designing a Motivating Work Environment
I. Discussion Questions
A. MOTIVATING EMPLOYEES THROUGH JOB DESIGN
1. Is job rotation primarily suitable to lower level employees, or is it possible
to use it at higher levels in the organization?
In fact, many organizations use job rotation as part of their management training
programs. As management candidates are rotated to different departments or
different stores, they become familiar with all aspects of doing their future jobs,
and establish a strong network of relationships which will come in handy in their
future leadership roles.
3. Consider a job you held in the past. Analyze the job using the framework
of the job characteristics model.
Student answers will vary for this question. If students are lacking in job
experience, you could ask them to review the job of an instructor, or another job
familiar to all of them.
4. Does a job with a high motivating potential motivate all employees? Under
which conditions is the model less successful in motivating employees?
The job characteristics model applies more strongly to employees with a high
growth-need strength. Not all employees in the workforce are trying to satisfy their
esteem and self-actualization needs. Instead, the reason they are working may be to
make friends, to ensure that they have a decent paycheck, or to support themselves
while they go to school. In these situations, increasing the motivating potential of
the job by increasing the five core job characteristics may not necessarily increase
employee motivation, and may even backfire if employees prefer to have a simple
job that does not demand too many skills.
2. If a manager tells you to “sell as much as you can,” is this goal likely to be
effective? Why or why not?
This goal is not SMART because it is not specific, measurable, or time bound. It is
not a useful goal because there is not a cutoff point that would communicate to the
employee that he or she has been successful. Because the goal involves sales, it
gives employees direction, but it is unlikely to provide a challenge or inspire them
to think outside the box.
3. How would you ensure that employees are committed to the goals set for
them?
One way of increasing employee commitment to goal-setting is to set goals jointly
with employees. Instead of dictating a specific goal level to lower level employees,
managers may meet with employees, review prior performance, and set goals
tailored to the employee’s skill level. When employees participate in the decision-
making process, they are more likely to be committed to the decision.
5. Discuss an experience you have had with goals. Explain how goal setting
affected motivation and performance.
Student answers to this question will vary. Asking them to describe a goal, and
then analyzing why the goal-setting worked or did not work using expectancy
theory may be a useful exercise.
5. Which of the incentive systems in this section do the best job of tying pay
to individual performance? Which ones do the worst job?
Perhaps the candidate for the best incentive system (creating the strongest tie
between pay and performance) is piece-rate system because pay and performance
are directly linked. The weakest link exists for organization level systems such as
profit sharing or stock options.
2. Many observers and employees are concerned about the spread between
CEO pay and average employee pay. Is it ethical for CEOs to be paid so
© Bauer & Erdogan 2016, published by Flat World Knowledge
Organizational Behavior 2.0 – Bauer and Erdogan 64
Instructor Manual
from its employees. Adding financial incentives such as bonuses could in fact
lower intrinsic motivation.
4. What do you think about companies eliminating performance appraisals?
What makes the absence of performance appraisals work?
While performance appraisals would appear to be effective across the map, they
are not as beneficial in certain cultures. In collectivist cultures as well as cultures
with high power distance, these methods prove to be ineffective. Performance
appraisal requires openness and social equality in the workforce, which in
collectivist cultures would prove inefficient because employees fear that negative
appraisal will damage interpersonal relationships. It would prove useless in an
authoritarian culture due to the value of social equality in the workplace.
B. INDIVIDUAL EXERCISE
A call center is using the metric of average time per call when rewarding
employees. In order to keep their average time low, employees are hanging
up on customers when they think that the call will take too long to answer.
In a department store, salespeople are rewarded based on their sales
volume. The problem is, they are giving substantial discounts and
pressuring customers to make unnecessary purchases.
All employees at a factory are receiving a large bonus if there are no
reported injuries for six months. As a result, some employees are hiding
their injuries so that they do not cause others to lose their bonus.
What are the reasons for the negative consequences of these bonus schemes?
Modify these schemes to solve the problems.
C. GROUP EXERCISE
Performance Appraisal Role Play
This role play will involve three students. One student will be the supervisor and
the second will be the subordinate. The supervisor and the subordinate will
conduct a formal performance appraisal interview. The third role is of an observer
who should provide feedback to both parties regarding how they could have
improved their effectiveness.
Be sure to read only the role sheet assigned to you by your professor.
A. ETHICAL DILEMMA
It may seem fair to give Maria a good performance appraisal because of her
personal situation, despite her poor performance. However, these types of
decisions tend to backfire. A reviewer should never allow a personal relationship
to contaminate an employee evaluation. If other employees were to find out about
the dishonest appraisal, or that she received a bonus despite her poor performance,
they would lose faith in the review process as well as losing their respect for the
manager. This loss of faith could in turn cause employees to put forth less effort at
work because they do not feel that effort leads to reward. Additionally, James
might know about Maria’s financial issues but not be aware of aspects of other
employees’ personal lives. Giving Maria a good rating so she gets a bonus
wouldn’t be fair to other employees who may need a bonus and have been
performing better. Finally, an important purpose of a performance appraisal is to
document the level of performance, and giving her a good rating despite her poor
performance defeats the purpose of the appraisal.
Maria’s behavior and poor performance has only been occurring for the past six
months. We can assume that prior to this time, Maria’s performance was better. A
logical conclusion may be that something has occurred within the last six months
that is affecting Maria’s work life. It may be a good idea to bring the performance
issues to Maria’s attention. A discussion may reveal that personal obligations have
arisen causing a conflict with Maria’s work schedule. Adjusting her work hours
may help increase her performance. At the same time, Maria’s behavior may be
representative of someone who is about to leave the organization.
B. INDIVIDUAL EXERCISE
Hanging up on customers to keep call times low is never a good idea.
Customer service should be based on quality. Instead of relying on average
time per call, perhaps rating employees on the quality of their customer
interaction.
Rewarding employees either on sales volume or dollar amount or both can
encourage salespeople to pressure customers into unnecessary purchases.
This is the reason that many stores have done away with commissions or
sales-based bonuses. An alternative method may be rewarding employees
C. GROUP EXERCISE
The employee and manager role sheets are included below. Be sure that students
follow their roles.
You feel that you have been very successful at this position. In your opinion, there
are two important performance metrics in this job and you have exceeded both.
First, you ensured that each project remained within budget. Second, your clients
expressed very high satisfaction with your work according to a survey of twenty-
five clients. The reason the projects remained within budget and the clients are
happy is that you made sure each consultant and analyst pulled his/her weight and
made the necessary sacrifices, working long hours and even weekends when
necessary. Marketing consulting is a competitive business and treating customers
as king is necessary to retain them and get their repeat business. Through your hard
work, you were even able to bring in five new clients through referrals. You feel
that you deserve a pay raise. Moreover, you feel that you should be promoted to
project management.
You feel that the account manager has been successful in client management. The
account manager ensured that projects stayed within budget, and client satisfaction
ratings are high. However, there is a serious problem with this person’s
performance. Specifically, while satisfying clients, this person seriously affected
the morale of internal team members. In order to meet deadlines, this person
scheduled a lot of overtime and weekend work for the fifteen team members
working in his projects. You heard two of them talking about quitting. These
employees are highly skilled and experienced and extremely difficult to replace.
Recently, this person scheduled a meeting between a team member and a client at
nine in the morning. The problem is that the meeting site was four hours away and
the team member had to leave home around five in the morning to make it to the
meeting. You feel that by demoralizing the team, this person has not demonstrated
effective leadership and therefore you do not think that this person is ready for a
promotion.
4. Leadership__________________________
Making OB Connections…
Fish! Tales draws on basic organizational behavior concepts such as motivation,
job attitudes, communication, teamwork, and creativity in the workplace. In terms
of motivation, Pike Place Fish Market is exhibiting a Theory Y management style,
maximizing factors like achievement and recognition, which are satisfiers, meeting
employees’ needs for achievement and affiliation, and providing employees with
feedback and rewards for organizational performance. Reinforcement theory is
also at work here. When the employees get positive feedback from customers, it
further motivates them to play, make someone’s day, and have a positive attitude.
each person answer the following questions. After group members compare
answers, have them discuss the reasons behind their preferences and aspects that
make the alternatives undesirable.
Source: Brett Guidry, Portland State University. Used by permission of the author.
Additional Readings
Lance A. Berger and Dorothy R. Berger (2008). The compensation handbook. NY:
McGraw-Hill.
Anne Conzemius and Jan O’Neill (2005). The power of SMART goals: Using
goals to improve student learning. Bloomington, IN: Solution Tree.
Ron Friedman (2014). The Best Place to Work: The art and science of creating an
extraordinary workplace. Perigee Books.
Stephen C. Lundin, Harry Paul, John Christensen, and Ken Blanchard (2000).
Fish: A remarkable way to boost morale and improve results. NY: Hyperion.
Sharon K. Parker and Toby D. Wall (1998). Job and work design: Organizing
work to promote well-being and effectiveness. Thousand Oaks, CA: Sage
Publications.
Chapter 7
Managing Stress and Emotions
OPENING NARRATIVE: QUESTIONS TO CONSIDER
1. What do you think the long-term benefits will be for Camden Property
Trust and its employees as a result of the way it handled an economic
downturn?
2. What other suggestions do you have for Camden in creating business
opportunities during a period of economic volatility?
3. How does a company as large as Camden effectively and authentically
communicate to its employees?
4. Does Camden increase or decrease its credibility to staff when the CEO
dresses up as Captain Kirk? Why do you believe this?
5. What steps has Camden taken to help employees manage their stress
levels?
I. Discussion Questions
A. WHAT IS STRESS?
1. Research shows that entrepreneurs who are leading new enterprises
experience low levels of stress. Why would this be true? Explain using stress
models.
The Demand-Control model of stress is a model that explains why entrepreneurs
leading new enterprises experience low levels of stress. The demand for their
product is low, and they are able to greatly control the company (because it is
small and growing).
2. Stress can be in the form of a challenge or hindrance type of stress. Think
about stressors you experienced in the past six months. Were these challenge
or hindrance stress? Does this classification depend on the person?
Student’s answers will vary. Some may bring up factors of stress in school as well
as in employment, which would constitute challenge stressors (actions that cause
stress but promote individual growth). Others may bring up personal stressors that
have prevented personal growth (death of a pet, moving houses, etc. ) that would
constitute hindrance stressors.
3. What other stressors do you have experience with? Can you think of
additional categories of common stressors?
Stressors that I have experienced with include instances when I am to perform in
front of an audience (singing, speaking, playing sports). Many people get stressed
when imagining presenting or performing in front of a crowd.
B. MANAGING STRESS
1. Have you ever been in a state of “flow” as described in this section? If so,
what was special about this time?
Flow usually happens when individuals are engaged in an activity that is
meaningful and worthwhile to them. The task usually has a deadline or otherwise
requires the person to experience some level of stress. The person will have the
skills to perform this particular job, and the person will engage in the job not
because it is an externally imposed task, but because the person feels truly engaged
in it.
3. Do you think most organizations are fair or unfair? Explain your answer.
Student answers will likely vary. An interesting conversation may involve whether
the answer to this question reflects the optimism or pessimism level of the
individual. You may also discuss the consequences of believing that most
organizations are fair or unfair. It is likely that those who believe that most
organizations are fair are more likely to take action when they find themselves in
an unfair organization and be more proactive in finding organizations that will
treat them fairly.
5. What do you do, if anything, to try to change how you are feeling? How
effective are your strategies?
This question may be used to make the point that conscious effort may be useful in
changing one’s emotions.
D. EMOTIONS AT WORK
1. What is the worst job you have ever had (or class project if you haven’t
worked)? Did the job require emotional labor? If so, how did you deal
with it?
Here, you may want to inquire whether students engaged in surface, deep, or
genuine acting, and how each type of emotional labor affected their attitudes and
behaviors toward the people or task in question. You may also highlight the
negative effects of surface acting, such as the level of stress experienced.
2. Research shows that acting “happy” when you are not can be exhausting.
Why do you think that is? Have you ever felt that way? What can you do
to lessen these feelings?
Acting happy while one is not feeling happy is a form of cognitive dissonance. In
general, individuals expect their actions and feelings to be consistent. When they
are not, the inconsistency creates discomfort. Moreover, acting happy when one is
not prevents the person from seeking help or empathy from the ones he or she is
interacting with, which also increases stress levels. One way of reducing the
negative feelings would be engaging in genuine acting and attempting to
empathize with the people we interact with as opposed to only engaging in the
visible signs of happiness.
2. Explain a time when you have seen emotions help someone to be less
ethical than he or she might have otherwise been.
An example would be someone who treats another person poorly and
disrespectfully because the target person reminds him or her or of someone
disliked and triggers feelings of anger.
3. Why do you think some countries have so much vacation time compared
to others? In your opinion, is this a problem or not? Why?
The masculinity/femininity level of the culture may play a role in the amount of
vacation time afforded in different cultures. Some cultures emphasize working
long hours and there may be norms for sacrificing family life to further one’s work
objectives, while in other cultures work is viewed as a tool to live one’s life. In
cultures that are extremely work-oriented, stress levels of employees may be
higher and quality of work life may be affected. For example, Japan is a highly
work-oriented culture, and the word karoshi refers to “death by work.” An
example of this was a Toyota employee who died in 2002 at the age of thirty. The
employee collapsed at four in the morning at work, having put in more than eighty
hours of overtime each month for six months before his death.
1. What are some other jobs that deal with relatively negative or unfavorable
emotions daily?
Parking enforcement officers, construction worker, lawyer, prison guard… etc.
2. In what type of job might American Express’s open emotion policy not be
acceptable?
In jobs that deal with the law (lawyers, judges, police officer, court officers) would
an open emotion policy not be acceptable. In these professions it is important to
keep as unbiased as possible so as to not make decisions that are skewed by
emotions and feelings.
4. What are some ways you deal with negative emotions either at work or at
school? Do your methods differ depending on what type of situation you are
in?
Student’s answers will vary. In school, taking study breaks is a common stress and
negative emotions reliever. At work, picking your battles, and knowing when
something is worth getting worked up about or not are good ways to manage
negative emotions.
3. Would you change your answer if, instead of working at a paper supply
company, you worked as a nurse?
B. INDIVIDUAL EXERCISE
Time Management Quiz
Please answer true or false for each of the statements according to how you
currently manage your time.
1. True or false: I sort my mail when it comes in, open it, place it in a folder,
and deal with it when I am ready to.
2. True or false: I do what my boss asks me to do immediately.
3. True or false: I don’t take breaks because they waste time.
4. True or false: I answer the phone when it rings regardless of what I am
doing.
5. True or false: I check my emails as soon as they arrive.
6. True or false: I create a “to do” list at the start of every day.
7. True or false: I do my “heavy thinking” at the end of the day when things
have calmed down.
8. True or false: I don’t like to take vacations because making up the work is
always too stressful.
9. True or false: Multitasking helps me be more effective at work.
10. True or false: I don’t have to organize my office since I always know
where things are.
C. GROUP EXERCISE
Time Management Analysis
Create List 1
List 10 activities you did at work (or at school) yesterday.
Create List 2
List five things you think are key to doing your job well (or doing well in school).
Compare Lists
Now, look at both lists and write down which items from List 1 relate to List 2.
Urgent
10
9
8
7
6
5
4
3
2
1
Not Urgent
1 2 3 4 5 6 7 8 9 10
Unimportant Important
Figure 7.14
Group Discussion
Now, as a group, discuss the following questions:
1. What trends in your time management style did you notice?
2. How much of your “work” time is being spent on things that are directly
related to doing well in your work or at school?
3. What works well for you in terms of time management?
4. What steps could you take to improve your time management?
5. How could your group help one another with time management?
The idea of Karen being a nurse actually makes the situation more cut-and-dried.
Nurses, doctors, and other healthcare professionals are not allowed to drink while
working. It is the duty of others to report anyone that may be suspected of being
impaired at work. When the lives of others are directly involved there is little room
for personal feelings.
B. INDIVIDUAL EXERCISE
1. True or false: I sort my mail when it comes in, open it, place it in a folder,
and deal with it when I am ready to.
Time experts say that each piece of paper should be handled only once. Set aside
your unopened mail and do all these steps when you have the time and energy to
do it from start to finish.
6. True or false: I create a “to do” list at the start of every day.
A “to do” list is a great way to focus your energy. It can help you prioritize tasks
and make sure that nothing gets forgotten.
7. True or false: I do my “heavy thinking” at the end of the day when things
have calmed down.
Research indicates that people are actually more productive in the morning. As the
day wears on, productivity tends to decrease. It is probably best to set aside time
during the most productive part of the day to do “heavy thinking.”
8. True or false: I don’t like to take vacations because making up the work is
always too stressful.
Returning from vacations may be stressful, but breaks from work can help
recharge people and may prevent burnout. Often, when people come back from a
vacation they are rested, focused, and better able to take on new challenges.
10. True or false: I don’t have to organize my office since I always know
where things are.
If you always know where things are, chances are you are organized. This is
difficult to accomplish without conscious effort, and many people struggle to keep
organized.
C. GROUP EXERCISE
List 1
1. straightened my desk
2. checked email
3. talked to co-workers
4. finished a project from the previous day
5. called a client
6. ate lunch
7. made copies
8. installed computer updates
9. wrote a letter for my boss
10. submitted a timesheet
List 2
A. keeping organized
B. doing work
C. being on time
D. keeping on top of assignments
E. having clear goals
Compare list
Urgent
4
10
9
8 9 2
7
6 8
5
5
4 10
3 7
2
1 3 1
6
Not Urgent
1 2 3 4 5 6 7 8 9 10
Unimportant Important
Additional Readings
David Allen (2002). Getting things done: The art of stress-free productivity. NY:
Penguin.
Dennis W. Bakke (2005). Joy at work: A revolutionary approach to fun on the job.
Seattle, WA: PVG.
Peter J. Frost (2007). Toxic emotions at work and what you can do about them.
Boston, MA: Harvard Business School Press.
Jack L. Groppel and Bob Andelman (1999). The corporate athlete: How to
achieve maximal performance in business and life. Hoboken, NJ: John Wiley and
Sons.
Julie Morgenstern (2005). Never check your email in the morning (and other
unexpected strategies for making your work life work). NY: Fireside.
Tom Rath (2013). Eat Move Sleep: How small choices lead to big changes.
Missionday.
Chapter 8
Communication
I. Discussion Questions
A. UNDERSTANDING COMMUNICATION
1. Where have you seen the communication process break down at work? At
school? At home?
This question may be a good conversation starter. Particularly for students with
little to no work experience, the opportunity to participate by sharing personal
experiences may be welcome. When students discuss communication breakdowns
at work or at school, it may be useful to analyze at which part of the process the
breakdown occurred, and what could have been done to prevent it from happening.
B. COMMUNICATION BARRIERS
1. Most people are poor listeners. Do you agree or disagree with this
statement? Please support your position.
This is likely a correct statement, as we all engage in poor listening habits, such as
not paying attention, interrupting while we are listening to another, rehearsing our
answer while listening to someone, acting as if we are listening even though we are
not, or listening while looking for a point of disagreement. These poor listening
habits prevent us from effectively communicating with others.
2. Please share an example of how lack of source familiarity has affected you.
Unfamiliar jargon is an example of how differences in shared meaning may affect
communication. As an example, a professor of HR may use the term DOT
frequently in class to mean “Dictionary of Occupational Titles” while students in
class may assume that the instructor is talking about Department of Transportation!
5. Do you use jargon at work or in your classes? If so, do you think it helps
or hampers communication? Why or why not?
As long as the audience is familiar with the jargon, using jargon as part of
communication likely facilitates the communication process. Assuming that all
members of your classroom are familiar with the jargon, complicated ideas can be
communicated more efficiently.
This question may be used to underline the importance of the consistency between
one’s body language and oral communication. When body language contradicts the
oral message, listeners are likely to pay attention to the body language and other
nonverbal elements and disregard the oral message. Furthermore, body language
inconsistent with verbal message may lead to the listener to feel conflicted and
come to distrust the person.
5. What are the three biggest advantages and disadvantages you see
regarding technology and communications?
Technology is certainly making communications more efficient. Today, we are
able to communicate with others around the globe in a cost-effective manner. At
the same time, communication technology introduces barriers that did not exist in
the previous decades. Even when communicating with those with whom we have
the opportunity to talk face-to-face, we tend to use texting or emails, making
2. With its success in North America, why do you think Edward Jones has not
expanded across the Pacific or Atlantic oceans?
When a company is debating expansion across the world, they need to remember
the culture diversity, and how they value different aspects of businesses. Edward
Jones is an individual investment company designed to help customers invest for
the long term. While in many western cultures investing is valuable, in other
countries this may not be the case.
E-mail is often criticized for being impersonal, but how about a conference
call? Patch, a news service organization, assigned all it employees into one of
two conference call “rooms.” Then, all employees who dialed into one of the
rooms (reaching hundreds in numbers) were told that their positions were
being eliminated. Companies trying other such efficient methods included
Hugo Boss, where news of the Cleveland plant closing was delivered via
FedEx packages sent to employee homes right before Christmas. Of course,
letting employees go is always hard but being sensitive while doing so is an
important part of business.
B. DISCUSSION QUESTIONS
1. What is the rationale for conducting mass layoffs through electronic
communication or other, impersonal methods? Do you see any
advantages?
2. Do you feel that these impersonal methods are the “right way” to
communicate this information?
3. What are some conditions that could justify firing someone via a text
message or an e-mail?
4. Does your decision differ for mass layoffs versus firing for cause? What is
an appropriate method of communicating the news for different types of
employee separations?
C. INDIVIDUAL EXERCISE
In 2006, Hewlett-Packard Development Company LP became embroiled in a
controversy over methods used to investigate media leaks from its board. HP
Chairperson Patricia Dunn could have simply asked the directors who was the
source cited in the story, sought an apology, and gone from there. With some direct
face-to-face communication, the story would likely have ended quickly. It did not.
“Not only did investigators impersonate board members, employees and journalists
to obtain their phone records, but according to multiple reports, they also
surveilled an HP director and a reporter for CNET Networks, Inc. They sent
monitoring spyware in an e-mail to that reporter by concocting a phony tip. They
even snooped on the phone records of former CEO and Chairperson Carly Fiorina,
who had launched the quest to identify media sources in the first place.” The
situation continued to escalate. For example, The New York Times reported that
HP consultants even considered planting clerical or custodial workers at CNET
and The Wall Street Journal to learn who was leaking information to them.
Following this, Patricia Dunn, as well as three executives, left the company. A
congressional hearing and several Federal investigations later, executives were
charged with felonies, and HP paid $14.5 million to settle civil charges related to
the scandal. HP is not the only company to use such methods; recent admissions by
the investigation firms involved suggest that the use of ethically questionable
investigative tactics by large companies is quite common. “It betrays a type of
corporate culture that is so self-obsessed, (that) really considers itself not only
above the law, but above, I think, ethical decency, that you have to ask yourself,
where did the shame come in?” said Charles King, an analyst with Pund-IT Inc..
Consider this situation from a multiple stakeholder perspective. Imagine you are…
a CEO faced with leaks regarding your strategic vision. What would you
do to determine who was sharing the information? What would be the
advantages and disadvantages of these approaches?
a shareholder with HP stock. What would you want to see done to protect
your investment in the company?
a board member who was spied upon. What would your reaction be to
learning that you were investigated?
an investigator hired by HP. What role do you have to uphold ethical
standards?
As several observers have noted, HP spent a lot of time establishing whether or not
their activities were technically legal but little time considering whether or not
their actions were ethical. The effects of these events were felt for years after that.
After Fiorina’s departure, Léo Apotheker left as CEO. By the time Meg Whitman
took over as President and CEO of HP, things were not going well. In s meeting
arranged to introduce her to a group of software engineers and managers, one
employee told her he was “live blogging” her comments to the group. To this she
replied, “You all have taken leaking to a new art form.”
Sources: Based on information in Bergstein, B. (2006, September 20). HP spy scandal hits new weirdness
level. BusinessWeek.com accessed at http://www.businessweek.com/ap/tech/D8K8QTHO0.htm?chan=search;
Allison, K. (2006, September 30). Spy methods used in other companies. FT.com accessed at
http://www.msnbc.msn.com/id/15067438/; Fried, I. (2006, December 7). HP settles with California in spy
scandal. CNET News.com accessed at http://www.news.com/HP-settles-with-California-in-spy-scandal/2100-
1014_3-6141814.html.
D. GROUP EXERCISE
You Know What I Mean, Right?
Purpose
This exercise illustrates how words we commonly take for granted are not
universal in their meaning.
Time
Approximately 20 minutes
1. Write down the number that comes to mind for each of the following
questions. Remember that there are no right or wrong answers—just go
with your first response. Do not discuss your answers with anyone in the
class until instructed to do so.
My neighbor just bought an expensive car. How much did it cost?
_______
Several people were in line for the movie. How many people were in
line? _____
The ballot measure was approved overwhelmingly. What percentage of
votes did the measure receive? _____
My boss is an older man. How old is he? _____
I recently saw an article in the paper. How long ago did I see it? _____
2. Your instructor will summarize the responses from the class.
3. Discuss the following questions (either as a class or in small groups).
Do you agree that words mean different things to different
people?
How large was the range of responses for each of the questions?
Why was this?
Did this surprise you? Why or why not?
What can you apply from this exercise to make you a better communicator?
B. ETHICAL DILEMMA
1. What is the rationale for conducting mass layoffs through electronic
communication or other, impersonal methods? Do you see any advantages?
While conducting mass layoffs through electronic communication may appear to
be easier, faster, and more efficient, it can leave a really bad taste in an ex
employee's mouth. It creates an impersonal feel where the employee felt they were
not valued as an individual, and merely for their labor. This can lead people to
speak out against the company, creating bad moral for the entire organization.
2. Do you feel that these impersonal methods are the “right way” to
communicate this information?
Student’s answers will vary. Some may answer ‘yes’, that it is easy to
communicate memos, rules of conduct, new information about the company to a
large group of people. Others may answer ‘no’, that it creates a separation from
staff and management staff, which can create tension and confusion of specific
individual and personal goals of the employees and their specific managers.
3. What are some conditions that could justify firing someone via a text
message or an e-mail?
If someone is out of the country for a long period of time and does not
communicate why they left, where they are and how long they will be gone.
If someone is in jail or has been arrested
If an employer feels that communicating in person is a threat to his or her own
well-being.
Does your decision differ for mass layoffs versus firing for cause? What is an
appropriate method of communicating the news for different types of employee
separations?
There is a difference in reasons for layoffs, but they should be handled similarly:
personally and upfront so as not to cause confusion and to hopefully reduce
animosity of the company.
C. INDIVIDUAL EXERCISE
Leaks about strategy can be a very serious matter for a company. In a highly
competitive market where products tend to be similar, strategy is often a key factor
for gaining a competitive edge. Generally speaking, an organization’s strategic
vision is discussed with relatively-high-level executives. This close circle of
individuals narrows down the leak to only a few people. Let’s assume there are
seven people who are aware of confidential information that has been leaked to the
press. Here are some ways to potentially weed out a mole:
Each of the seven individuals could be brought in individually and asked
directly if they have divulged information. Sometimes this is all it takes for
someone to confess. Even if no one confesses, you may be able to get an
idea of who you think the leak is by observing behavior during the
interview. Obviously this would be the easiest and most direct way to
handle the situation. The problem is that it may not work.
Each of the seven people could be brought in for a one-on-one meeting.
Each person is given a similar outline of some confidential information that
would be “worthy” of leaking to the press; however, each person would be
given different details regarding the information. If one of the people were
to take the information to the press, the specifics of the story would only
point to one person. This tactic is rather sneaky, and may ultimately erode
confidence among senior management. People do not like being lied to, and
that is essentially what this plan would involve. Additionally, the seven
individuals may communicate with each other and discover they all possess
conflicting information.
Employees who are privy to important company information often sign
nondisclosure agreements. This is a legally binding contract assuring that
no private information will be shared with anyone. Since divulging
information to the press would be a contract violation and therefore illegal,
you might be able to get the news source to divulge the source. The main
problem is that reporters are very, very secretive about their sources. Many
have served jail time after refusing to reveal a source to a judge in a court
of law. Additionally, the process would likely draw attention to the issue.
If, however, the reporter cooperates, it would be a very easy and direct way
to deal with the leak.
As a board member that has been spied on, I would likely feel violated. People
expect a certain degree of privacy, and after learning about such egregious privacy
violations they may lose faith in the organization. Many may even leave based on
what has happened.
As an investigator you are hired to do a very specific job. Private investigators are
trained and licensed. While some of the tactics they use may seem to tiptoe on the
edge of legality, actually breaking the law will cost them their license. According
to reports of the HP incident, individuals lied to obtain personal phone records and
other information. These actions definitely fall into the illegal area. Investigators
have the right to search through any information available, and even to follow
individuals traveling through public areas. However, once someone is in a home or
private business, investigators need to take precautions to not violate personal
rights.
D. GROUP EXERCISE
People of different socioeconomic class tend to live in homogeneous clusters. For
many people, the idea of buying a new car of any kind is considered expensive.
For someone from an upper class neighborhood, on the other hand, expensive
could mean a car well over $100,000.
“Overwhelmingly” could easily mean anywhere from a simple majority (over fifty
percent) to nearly a consensus. If the public largely supported the ballot,
overwhelmingly may indicate eighty percent. In the 2008 presidential election,
news stations were quoted as saying the American people overwhelmingly
supported Barack Obama, yet he only received fifty-two percent of the popular
vote.
It is easy to see that the idea of “older” can be different depending on the speaker.
To a teenager, people in their thirties are “older.” For those in their thirties, people
in their sixties are “older.” The context of the phrase can also change the idea of
“older.” If someone were talking about an older brother, you might think the
brother were one to ten years older. The fact that it is a boss may make you think
of a much older person, perhaps sixty or seventy years old.
argues that this creates a lack of exposure to information that could test our
judgment and ‘broaden our world views’.
Additional Readings
Roger E. Axtell (1998). Gestures: The do’s and taboos of body language around
the world. NY: Wiley.
Carmine Gallo (2015). Talk like TED: The 9 public-speaking secrets of the
world’s top minds. St. Martin’s Griffin.
Stephen Denning (2005). The leader’s guide to storytelling: Mastering the art and
discipline of business narratives. NY: Jossey-Bass.
Bill McGowan (2014). Pitch perfect: How to say it right the first time, every time.
HarperBusiness.
Harry Mills (2007). PowerPoints! How to design & deliver presentations that
sizzle and sell. NY: Amacom.
Phyllis Mindell (2005). How to say it for executives: The complete guide to
communication for leaders. NY: Penguin Group.
Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler (2002). Crucial
conversations: Tools for talking when stakes are high. NY: McGraw-Hill.
Chapter 9
Managing Groups and Teams
I. Discussion Questions
A. GROUP DYNAMICS
1. If you believe the punctuated-equilibrium model is true about groups, how
can you use this knowledge to help your own group?
According to this model, groups will sometimes experience a crisis, or a shock to
the status quo. Knowing this reality and expecting this to happen sometime in the
life of a group may be useful because it motivates the group to take action
afterward. The group can review what went wrong, what could have been done
instead, and how to change its processes to improve them for the future. This step
could be a learning opportunity and a good time to increase the creative potential
of the team.
2. Think about the most cohesive group you have ever been in. How did it
compare in terms of similarity, stability, size, support, and satisfaction?
Student answers will vary. You may want to highlight the factors that cause
cohesiveness, such as the size of a team, history of success, similarity as opposed
to diversity, the level of support available to the team, etc. You may also discuss
the conditions under which team diversity does not necessarily reduce
cohesiveness.
2. Which of the 10 work roles do you normally take in a team? How difficult
or easy do you think it would be for you to take on a different role?
Student answers will vary for this question. A good discussion point might be
whether each member should be ready to serve in different roles and whether
developing this flexibility is required for the performance of one’s team.
3. Have you ever worked in a virtual team? If so, what were the challenges
and advantages of working virtually?
There are many advantages to virtual teams, such as allowing a company to reap
cost savings and bringing people from different cultures and perspectives together
to work on a single project. The challenges of virtual teams involve making each
person accountable for specific tasks, as close supervision of each member will not
be possible. Communication technology may also introduce additional challenges,
C. MANAGEMENT OF TEAMS
1. Have the norms for most of the teams you have belonged to been formal or
informal? How do you think that has affected these teams?
While informal norms exert strong influence over individuals, developing formal
norms or team contracts may be useful in creating the informal norms that will
guide the functioning of a team. Establishing formal norms during the early stages
would be useful for the team to discuss areas of agreement and disagreement and
discover the important issues that need resolution.
2. Have you ever been involved in creating a team contract? Explain how
you think that may have influenced how the team functioned.
Scientific research as well as experience working with thousands of teams shows
that teams that are able to articulate and agree on established ground rules, goals,
and roles and develop a team contract around these standards are better equipped
to face challenges that may arise within the team. Having a team contract does not
necessarily mean that the team will be successful but it can serve as a roadmap
when the team veers off course.
Here, students are asked to explain how choosing members carefully, determining
the team size, ensuring diversity of the team, and setting team roles will be related
to the amount of conflict and coordination within the team. You may encourage
students to share stories from particularly successful and unsuccessful teams.
Henderson’s strategy may not have worked for an entire plane. The engine itself
cost an amount of money that was unacceptable to lose if anything went wrong in
the process. The engine itself was a risk, so it is unlikely GE would have followed
through with funding for an entire plane.
B. INDIVIDUAL EXERCISE
Think about a team you belonged to and enjoyed. This could be a student or
work team. Now answer the following questions:
1. What was the reason you did not enjoy the team?
2. What made the members distant from each other?
3. What were the norms in the team? Were the norms effective?
4. How did you decide who would do what?
5. Did you work hard for the team? Why or why not?
C. GROUP EXERCISE
Tangram Puzzle
Originated in China
Brought to the United States in 1815
Means “seven boards of skill” in Chinese
The seven pieces are called a "tans"
There are two large, one medium, and two small triangles as well as one
square and one parallelogram
Boat
Candle
Cat
Chair
Dog
House
Person holding a bowl
Rabbit
Rocket
Swan
Further reading:
Anno, M. (1987). Anno's Math Games (three volumes). New York: Philomel
Books, Gardner, M. (1974). Mathematical Games—on the Fanciful History
and the Creative Challenges of the Puzzle Game of Tangrams, Scientific
American, Aug. 98–103. Gardner, M. (1974). More on Tangrams, Scientific
American, Sep. 187–191. Slocum, Jerry, et al. (2003). The Tangram book:
The story of the Chinese puzzle with over 2000 puzzles to solve. New York:
Sterling Publishing Company.
B. INDIVIDUAL EXERCISE
Student’s answers and results will vary.
C. GROUP EXERCISE
Student’s answers and results will vary.
B. Title: The workforce crisis of 2030 - and how to start solving it now by
Rainer Strack
https://www.ted.com/talks/rainer_strack_the_surprising_workforce_crisis_of_2
030_and_how_to_start_solving_it_now
Synopsis: Because it is predicted that by 2030 there will be more jobs than
adult citizens to do those jobs, Strack suggests looking around the world for
employees, however before they can do this, companies must develop new
strategies to run their business and deal with new employees.
Additional Readings
Deborah G. Ancona and Henrik Bresman (2007). X-teams: How to build teams
that lead, innovate, and succeed. Boston, MA: Harvard Business School Press.
J. Richard Hackman (2002). Leading teams: Setting the stage for great
performances. Boston, MA: Harvard Business School Press.
Rich Karlgaard and Michael S. Malone (2015). Team genius: The new science of
high-performing organizations. HarperBusiness.
Dave Logan, John King, and Halee Fischer-Wright (2011). Tribal leadership:
Leveraging natural groups to build a thriving organization. HarperBusiness.
General Stanley McChrystal (2015). Team of teams: New rules of engagement for
a complex world. Portfolio.
James Surowiecki (2005). The wisdom of crowds. New York: Anchor Books.
Chapter 10
Conflict and Negotiations
I. Discussion Questions
A. UNDERSTANDING CONFLICT
1. What are the types of conflicts that individuals may have at work? Which
type have you experienced the most?
Conflict may be intrapersonal (such as role conflict), interpersonal (between two
individuals) or intergroup (between two groups). All three types of conflict are
prevalent in organizations.
2. What are some primary causes of conflict at work that you have observed
between two people? Within a larger group?
Conflict may occur as a result of an organization’s structure, limited resources,
task interdependence, incompatible goals, personality differences, and
communication problems.
Jobs that involve dealing with people and being in high risk situations have a
higher risk of violence as a reaction to conflict.
C. CONFLICT MANAGEMENT
1. List three ways to decrease a conflict situation. What do you think are
some pros and cons of each of these approaches?
Changing the composition of the team (such as dropping a team member)
may resolve the conflict but this may be a drastic action. While resolving
the conflict at hand, it may cause difficulties in working relationships in the
future.
Creating a common opposing force (finding a common enemy, or
identifying a common goal everyone can identify with) may bring
conflicting parties together, but it may also be a temporary solution.
Using majority rule as the decision-making process may move the process
along. At the same time, if the minority opinion was the correct cause of
action, this will be a missed opportunity.
Problem solving is an effective approach as it gets to the bottom of the
issue creating the conflict, even though it may not always be possible.
2. Do you deal with conflict differently with friends and family than you do
at work? If so, why do you think that is?
Students will probably mention that they approach conflict with strangers and
family members differently. When interacting with our loved ones, we will have
the desire to meet our own goals but at the same time feel motivated to help the
other party reach their goals as well. As a result, we may use collaboration or
compromise as opposed to solely pushing to get what we want. Moreover, with
people with whom we have a long history, we may feel free to discuss our
opinions freely and openly without being afraid that we will offend the other
person. Therefore, avoidance may be less likely in these trust-based relationships.
Of course, student answers will vary and some may bring up family members one
knows are unlikely to change their views, motivating one to avoid conflict.
D. NEGOTIATIONS
1. What are the negotiation phases and what goes on during each of them?
Investigation – Determining the goals of the negotiation.
Determining your BATNA - best alternative to a negotiated agreement.
Presentation – assembling and presenting your case.
Bargaining – trying to achieve your goals by getting concessions.
Closure – the end of the negotiation.
3. Have you ever used any of the third-party conflict resolution options
available? Have you ever used any of the third-party conflict resolution
options discussed in this chapter?
These resolutions prove very effective in places other than the workforce. It is very
effective in solving conflicts between kids, for example a babysitter or a parent can
sit two children down and hash out any animosity there is by coming to a
resolution or compromise. Students may then proceed to give personal examples
of conflict resolutions they have utilized in the past and whether they proved
effective or ineffective.
Some cultures have a higher or lower threshold for conflict. For example, in
countries such as Japan or Korea, the preference is for harmony (called wa in
Japan) rather than overt conflict.
In Japan, much like Pakistan, the tendency is not to trust what is heard from the
other party until a strong relationship is formed. Similarly, in China, conversations
start out with innocuous topics to set a mood of friendliness. This differs a great
deal from American negotiators who tend to like to “get down to business” and
heavily weigh first offers as reference points that anchor the process as both sides
make demands and later offers.
3. How did having a small “inner circle” of leadership affect the corporate
culture at WorldCom?
A smaller inner circle meant less brainpower to work with- less ideas brought to
the table, less diversity of new ideas and staff. The culture was more authoritarian:
a small group controlling the mass. This meant employees had little say in any of
the company matters, creating tension between the leadership employees and the
rest of the workers.
4. If you were Cynthia Cooper, how might you have dealt with being ignored?
What options did Cooper have to deal with the company conflict?
Cooper used the conflict-handling style strategy of competing: highly assertive but
low on cooperation. Without help from her coworkers who disapproved of the
company but were not willing to go against it, Cooper had to work alone. While
competing conflict style sounds negative, Cooper was willing to sacrifice her own
job stability in order to find the truth and to reestablish the company’s moral
integrity.
5. What responsibility did the board of directors have to detect and confront
the problems at WorldCom?
While the board of directors did confront the problems to an extent at
WorldCom, their solution may have not been the most effective. Asking
Ebbers to step down was definitely a start to creating a solution, but they
should have furthered investigation to the real damage Ebbers caused for the
company.
At first you are ecstatic, this is the information you need to end these negotiations!
Then you begin to recall your Organizational Behavior course and all those ethical
dilemmas that seemed so easy back then. What should you do? Should you use the
information for your team? I mean, why not, they were careless enough to leave it
behind? On the other hand, would that be ethical?
Thinking back to that OB course, you recall some key questions you should ask
yourself during negotiations:
Would this be honest?
Would this involve keeping my promises?
Would I be following the Platinum Rule and be “treating people the way
they want to be treated”?
As you are pondering these questions you also realize that this is a key decision.
There were some additional questions you should ask yourself around making
ethical decisions if you plan on using this information to help your team:
Is this decision fair?
Will I feel better or worse about myself after I make this decision?
Does this decision break any organizational rules?
Does this decision break any laws?
© Bauer & Erdogan 2016, published by Flat World Knowledge
Organizational Behavior 2.0 – Bauer and Erdogan 113
Instructor Manual
Just as you think you’ve made your decision, Irwin from the opposing team walks
back in and asks you if you’ve seen a green piece of paper.
B. INDIVIDUAL EXERCISE
“My impulse was to say something in response to the silence, and I started to
speak, then stopped. As I hesitated, I sensed that if I said, “My client can pay all
cash,” or “It’s still a good deal for you,” then the owner would take my comment
as an invitation to joust, we would battle over the hundred grand, and my client
would end up having to pay some or all of that sum. The owner had not asked a
question or proposed a compromise, so no response was required from me at that
moment. I decided to remain silent. After what felt like days but was probably less
than thirty seconds, I heard, “But I guess it’s good for us [i.e., his company] to just
get this deal done, so we’ll do it.”
1. What does this case suggest about the role of silence in negotiations?
2. Have you ever had a similar experience where saying nothing paid off?
3. Are there times when silence is a bad idea? Explain your answer.
Source: Adapted from Devine, W. (2002, September 30). Anatomy of a Deal-Maker. California
Real Estate Journal, http://www.wdesquire.com/pages/dealmaker.html.
C. GROUP EXERCISE
Salary Negotiations
Thinking about negotiations is a lot easier than actually engaging in them. In order
to give you some practice with the information in this chapter, you will engage in a
salary negotiation.
1) To make this more meaningful, the exercise will be based on a job that you are
actually interested in. Think of a job you would like to have (either now or in the
future). Imagine you have been offered this job. The salary is okay. It is about 15%
below the market rate for this type of job, but you really want the job.
2) What will you do?
Will you negotiate for a higher salary?
What are the pros and cons of this choice?
3) If you’ve decided to negotiate (and we strongly suggest you do), work through
the next six steps in the OB Toolbox “Seven Steps to Negotiating a Higher
Salary.” Once you are up to step 5, let your instructor know you are ready to begin
the negotiation process.
B. INDIVIDUAL EXERCISE
People often talk when they get nervous. Unfortunately, they may also reveal too
much information or the wrong kind of information that gives the other person an
advantage. Instead of talking, remaining silent may give the other person the
feeling that you are confident, or that you know something they do not. Silence
puts pressure on the other person to do or say something. Sometimes they have the
chance to fully process what you have just said, which could result in a favorable
decision for you. It is probably a bad idea to remain silent if you have been asked a
question. In that case, silence might indicate a lack of knowledge about a subject.
If the conversation has stalled, silence could also be a bad thing. In the example
© Bauer & Erdogan 2016, published by Flat World Knowledge
Organizational Behavior 2.0 – Bauer and Erdogan 115
Instructor Manual
from the book, there was no direct question asked and the conversation hadn’t
stalled. The other party was simply contemplating the offer. Attempting to
determine when the other person is contemplating something can be difficult, but
giving them time to think can have substantial payoffs.
C. GROUP EXERCISE
It is important to consider other aspects of the job that might be making the pay
lower. For example, is the job in an area where the cost of living is substantially
lower than other places? Are there other perks associated with the job such as
excellent health care, ample vacation time, or good opportunity for promotion?
Does the company have any kind of bonus system that might make up the
difference in pay? These questions are all very important. Also, would you be
willing to work for less pay because you want to live in the city in which the
company is located. Perhaps you feel you do not yet have the experience that
would otherwise allow you to ask for more money. Maybe the economy has been
down and several people are working for less than the typical pay for their
position.
Depending on the circumstances, you may want to ask for more money. Statistics
show that people’s starting salary can have a large impact on how much money
they are able to make over their lifetime. Additionally, the worst that could happen
if you ask for more money is not getting it, yet not asking for more will guarantee
you will not get it.
High
Accommodation Collaboration
Level of Cooperation
Compromise
Avoidance Competition
Low
Low High
Level of Competitiveness
For the following scenarios, list the pros and cons for each style.
Additional Readings
Roy Lewicki, David Saunders, and Bruce Barry (2005). Negotiation. NY:
McGraw-Hill.
Chapter 11
Making Decisions
I. Discussion Questions
A. UNDERSTANDING DECISION MAKING
1. What do you see as the main difference between a successful and an
unsuccessful decision? How much does luck versus skill have to do with it?
How much time needs to pass to know if a decision is successful or not?
A successful decision is one what meets the needs of the decision maker.
Depending on the topic to be decided, some time will need to pass before we can
be sure that the decision was successful or not. Students will recognize that both
luck and skills have to do with the outcomes of the decision-making process.
2. Research has shown that over half of the decisions made within
organizations fail. Does this surprise you? Why or why not?
Student answers will vary. Many decisions fail because decision makers fail to
consider all alternatives, do not set the decision criteria before making the decision,
or adopt short-term as opposed to long-term goals.
3. Have you used the rational decision- making model to make a decision?
What was the context? How well did the model work?
Rational decision making is likely to be more effective when it is cost-effective to
generate all alternatives and evaluate the pros and cons of all alternatives. When
the decision is important and there is a quality requirement, using rational decision
making will be a good idea.
4. Which of the traps seems the most dangerous for decision makers and
why?
Each of these will be dangerous and costly for decision makers. Dealing with
escalation of commitment is particularly costly, because even when we are aware
of the existence of such a tendency, we may not be able to prevent it. In fact, being
patient with our initial decision despite early setbacks may sometimes be the more
effective course of action. Deciding when we are being properly patient or
escalating in our commitment will be challenging.
2. Have you been in a group that used the brainstorming technique? Was it
an effective tool for coming up with creative ideas? Please share examples.
You may follow up this question by having a brief brainstorming exercise on a
subject such as “how would you raise $10,000 within a week without borrowing
from someone?”
3. Have you been in a group that experienced groupthink? If so, how did you
deal with it?
You may suggest different ways of dealing with groupthink such as assigning
someone the role of playing devil’s advocate, ensuring that the team leader does
not share his or her preferences until everyone gets a chance to speak, setting two
teams to work on the same problem, etc.
4. What advice surrounding decision making would you give to someone who
will be managing a new division of a company in another culture?
Here, you may want to ask them to think of a specific country they are familiar
with, and ask students to identify the differences they see in decision-making
processes compared to the United States.
4. What are the decision-making lessons you would draw from this case?
Making decisions quickly and following through on new plans. Working half
heartedly to transform a company will not be efficient. Putting time in effort into
renovating their brand as quickly as possible is the best way to give the company a
chance in our fast paced society.
One day Martha received a call from a dissatisfied customer who complained that
Herb’s Special Fertilizer Mix had killed her dog, an expensive and beloved toy
poodle. Martha knew that the fertilizer was made mostly of fish byproducts and
chicken manure, but she had also heard there was a “secret ingredient” that had
been revealed to long-time employees. The company had advertised the product as
“safe enough to eat for breakfast” and “able to work wonders on any plant.”
However, Martha had used the product only once herself. Shortly after applying
the fertilizer, Martha found several dead birds near the garden where she had
spread the most fertilizer. At the time, she convinced herself this was just a
coincidence. Listening now to this customer describe the death of her small dog
after lying on the soil near the fertilizer, Martha began to wonder if those birds had
perished for the same reason. Martha took the customer’s name and number and
went immediately to her boss.
Martha’s boss was Herb’s nephew, Mac. Once Martha explained her story about
her own experience with the fertilizer and the customer’s claim that it killed her
dog, Mac began to smile. “Some people will complain about the littlest things,”
Mac said. Martha protested that it was her job as a consumer affairs officer to
address the serious concerns of this customer and follow company procedure to
ensure the safety of future customers and their pets. Mac laughed and said, “You
really believe that something is wrong with our product? We’ve been selling this
fertilizer for thirty-five years. People love it! Now and again someone whines
about finding dead animals but that’s just their imagination. After all, we use all
natural ingredients!” Martha thanked Mac for his help and slowly headed back
toward her cubicle. She felt extremely confused and torn about her role at this
point. What should she tell the customer when she called her back? Was the
fertilizer safe? Should she worry about working in a place with potentially
dangerous products? What about quality issues for the company’s products in
general? Were Herb’s other products unsafe or of poor quality? What might be the
environmental impact of this product as it runs off into lakes and streams? As her
head began to spin with the difficulty of the task ahead of her, the phone suddenly
rang. It was Herb himself, the owner and founder of the company. “Martha,” the
voice on the other line whispered, “Herb’s Special Fertilizer is our best seller!
Don’t let us down.”
B. INDIVIDUAL EXERCISE
1. Record all the different categories of tasks you face in a given week.
Spend ten minutes on this.
2. Now record all your responsibilities, tasks, and choices for a given week
for 10 minutes. The more detail you can capture the better.
3. Review the list you generated in step 2. Which can you easily cut? Which
things are redundant or unimportant? Cross out at least 50% of your list (or
75% if you are feeling ambitious).
4. For the remaining items on your list, imagine the challenge you face in
doing this item. Imagine the potential outcome of doing it. Weigh whether
or not this task is worth doing or not. Now cross out items that are more
frustrating than rewarding. Do this until you have no more than ten to
fifteen items remaining.
5. Consider which categories these surviving items belong to from the first
step.
6. How much value do you personally bring to each category of
tasks/categories? What can you do that no one else will be able to do as
well as you? Where should you try to condition yourself to choose the best
options and where should you settle for satisficing? Go through your list
one last time and try to cross out all but three to five of your top priorities.
C. GROUP EXERCISE
Moon Walk and Talk
Warning: Do not discuss this exercise with other members of your class until
instructed to do so.
You are a member of the moon space crew originally scheduled to rendezvous with a
mother ship on the lighted surface of the moon. Due to mechanical difficulties,
however, your ship was forced to land at a spot some 200 miles (320 km) from the
rendezvous point. During reentry and landing, much of the equipment aboard was
damaged, and because survival depends on reaching the mother ship, the most critical
items available must be chosen for the 200-mile (320 km) trip. Please see the list of
the 15 items left intact and undamaged after landing. Your task is to rank the items in
terms of their importance for your crew to reach the rendezvous point. Place the
number 1 by the most important, 2 by the next most important, and so on with 15
being the least important.
compass
5 gallons of water
Signal flares
First aid kit
containing
injection needles
Solar powered
FM receiver-
transmitter
B. INDIVIDUAL EXERCISE
7. Record all the different categories of tasks you face in a given week.
Spend ten minutes on this.
8. Now record all your responsibilities, tasks, and choices for a given week
for 10 minutes. The more detail you can capture the better.
© Bauer & Erdogan 2016, published by Flat World Knowledge
Organizational Behavior 2.0 – Bauer and Erdogan 126
Instructor Manual
9. Review the list you generated in step 2. Which can you easily cut? Which
things are redundant or unimportant? Cross out at least 50% of your list (or
75% if you are feeling ambitious).
10. For the remaining items on your list, imagine the challenge you face in
doing this item. Imagine the potential outcome of doing it. Weigh whether
or not this task is worth doing or not. Now cross out items that are more
frustrating than rewarding. Do this until you have no more than ten to
fifteen items remaining.
11. Consider which categories these surviving items belong to from the first
step.
How much value do you personally bring to each category of tasks/categories?
What can you do that no one else will be able to do as well as you? Where should
you try to condition yourself to choose the best options and where should you
settle for satisficing? Go through your list one last time and try to cross out all but
three to five of your top priorities.
Student’s answers will vary; their lists will vary and how they edit their lists will
also vary. Each individual brings their own twist to the table, and how they
perform tasks. Some individuals may be better equipped for certain things than
others and can teach the others how to be a more efficient employee.
C. GROUP EXERCISE
NASA Moon Survival Solution
Scoring Instructions
Compare your individual and group rankings to the expert’s rankings. Take the
absolute value of the difference between your answer and the expert answer. For
example, imagine that you put the box of matches as 13 but the experts put it as 15.
You would write “2” in the Individual Difference column. Then do the same for
the group difference. Do this for all 15 items.
50 feet of nylon 7
Parachute silk 12
Portable heating 8
unit
Two 45-caliber 11
pistols
One case 9
dehydrated milk
Two 100 lb. tanks 1
oxygen
Stellar map (of 6
moons
constellations)
Life raft 10
Magnetic 13
compass
5 gallons of water 2
Signal flares 14
First aid kit 5
containing
injection needles
Solar powered 4
FM receiver-
transmitter
The preceding rankings were adopted from a NASA scientist, Dr. Carlton Allen.
Dr. Allen is the curator and manager of the Astromaterials Research and
Exploration Science (ARES) Astromaterials Acquisition and Curation Office. His
office is responsible for protecting, preserving, and distributing extraterrestrial
samples to help others learn more about solar system exploration such as the
Apollo Moon rocks and regoliths, Antarctic meteorites, and particles of solar wind.
Dr. Allen’s background is in planetary science.
He notes that the type of lander in which you were traveling would determine your
course of action if you landed on the wrong place on the Moon. If you were in a
two-stage lander (one stage for descent and one stage for ascent, like the Apollo
lunar module), they suggested that you terminate the surface mission, head back to
orbit, rendezvous with Orion in lunar orbit, and head home.
If returning home was not a choice and you were stuck on the Moon, experts
suggested that you sit tight and wait for someone at the outpost to come and get
you. They agreed that the safest thing to do in this situation, as in most
emergencies, is to stay put and call for help.
If someone from the outpost cannot reach you, then you have no option other than
to try to make it to the outpost. The rankings and explanations below indicate how
each expert ranked the items to help you reach the outpost.
Synopsis: Sheena talks about how humans make decisions and how we feel
when we make decisions. She looks at the attitudes of choice in both smaller
decisions as well as larger decisions
Additional Readings
Gary Belsky and Thomas Gilovich (1999). Why smart people make big money
mistakes and how to correct them: Lessons from the new science of behavioral
economics. NY: Simon & Schuster.
Malcolm Gladwell (2005). Blink: The power of thinking without thinking. NY:
Little, Brown and Company.
Daniel Kahneman (2013). Thinking, fast and slow. Farrar, Straus and Giroux
Gary A. Klein (2003). Intuition at work: Why developing your gut instincts will
make you better at what you do. NY: Random House, Inc.
Paul C. Nutt (2002). Why decisions fail: Avoiding the blunders and traps that lead
to debacles. San Francisco, CA: Berrett-Koehler Publishers.
Barry Schwartz (2005). The paradox of choice: Why more is less. Harper
Perennial.
Chapter 12
Leading People Within Organizations
1. Indra Nooyi is not a typical CEO. How does she differ from your idea of
what a typical CEO is like? How do you think your current image of CEOs
was created?
2. Indra Nooyi is touted as being “unusually collaborative” for someone in
charge of a Fortune 500 company. Why do you think her level of
collaboration is so unusual for top executives?
3. Do you think Nooyi’s story represents a transition of American companies
to a different type of leader or simply a unique case?
4. Pepsi-Cola dates back to 1898 and officially became PepsiCo after merging
with Frito-Lay in 1965. What are some challenges the CEO faces today that
were not an issue at that time? What are some aspects that make the
position easier in modern times?
5. If you were in Indra Nooyi’s shoes, what direction would you take the
company, given the success you have had thus far? What are some
challenges that could arise in the near future for PepsiCo?
I. Discussion Questions
A. WHO IS CONSIDERED A LEADER? TRAIT APPROACHES TO
LEADERSHIP
1. What traits are evident in leaders you admire? What traits does this
person have? Are they consistent with the traits discussed in this chapter?
If not, why is this person effective despite the presence of different traits?
This question does not have a right or wrong answer and aims to engage students
into conversation. One interesting point that may arise from the discussion is that
often students mention behaviors as well as traits in answer to this question. This
may be a good point to differentiate traits and behaviors and pose the question of
whether traits or behaviors would predict leadership. Also, a follow-up question
could be identifying factors that would make certain traits more or less relevant for
leadership effectiveness.
3. How can organizations identify future leaders with a given set of traits?
Which methods would be useful for this purpose?
Organizations may use personality tests for this purpose. Furthermore, assessment
centers may be useful to distinguish individuals possessing leadership traits from
those who do not. Assessment centers involve two-to-three-day programs where
candidates engage in a number of structured tasks and their performance is rated
by professionals.
4. What other traits can you think of that would be relevant to effective
leadership?
Students may identify a number of traits that may predict leadership in different
circumstances, such as desire to lead, internal locus of control, trustworthiness, etc.
5. Examine your own leadership style. Which behaviors are you more likely
to demonstrate? Which decision-making style are you more likely to use?
Student answers will vary for this question. Students are likely to believe that
democratic decision making and people-oriented styles are the best styles, and
therefore engaging them in a conversation of when authoritarian leadership and
task-oriented leadership may be needed would be a good idea.
2. Do you believe that leaders can vary their style to demonstrate directive,
supportive, participative, and achievement oriented styles with respect to
different employees? Or does each leader tend to have a personal style
that he or she regularly uses toward all employees?
This question aims to find out whether students feel that leaders are, or should be
flexible to change their style based on the demands of the situation. According to
research findings, developing the flexibility to demonstrate different styles at
different times is an important determinant of leadership effectiveness. Yet, this is
easier said than done. Someone who is a directive leader may find it very difficult
to adopt the participative leadership style even when the situation requires. These
leaders may still have a successful career if they select situations in which their
leadership style will be needed.
4. Which of the leadership theories covered in this section do you think are
most useful and least useful to practicing managers? Why?
Student answers to this question will vary. It may be an interesting exercise to
contrast their answers with the level of research support the theory gathered.
3. What are the differences (if any) between a leader having a high-quality
exchange with employees and being friends with employees?
While a high-quality exchange relationship may also involve friendship, it does not
have to. A leader and member may have a trust-based relationship. They may like
each other and mutually respect each other, and yet they may not spend any time
together outside of their work hours and the relationship may be confined solely to
the domain of a work relationship. You may also ask a follow-up question of
whether leader/member friendships will lead to higher performance and other
positive outcomes.
4. What does it mean to be a servant leader? Do you know any leaders whose
style resembles servant leaders? What are the advantages of adopting such
a leadership style?
Servant leadership is a leadership approach that defines the leader’s role as serving
the needs of others. Employee happiness is seen as an end in itself, and servant
leaders sometimes sacrifice their own well being to help employees succeed.
Research shows that servant leadership has a positive impact on employee
commitment, employee citizenship behaviors toward the community (such as
participating in community volunteering), and job performance.
3. What possible negative repercussions can the aggressive growth strategy that
Starbucks exhibits have on its leadership agenda?
As demonstrated in the example in the text, the recession of 2009 forced Starbucks
to adjust its accelerated growth of the company. In instances in which the economy
is down, spreading a company out too thin (Starbucks is very close to this) the
organization as a whole can suffer greatly.
4. Over time, how can Starbucks ensure that the importance of leadership
development does not get overlooked?
By retaining the leadership values in every new CEO and employee, and
continually referring to their employees as partners. As more and more people
apply for a job at Starbucks, there is an assurance that Starbucks can cultivate
talented leaders in the large pool of possible employees that they have.
5. How does your experience with leadership and management compare with the
case of Starbucks?
Student’s answers will vary. They will give any personal recollections or
experiences that they have had in leadership roles or in the workforce and how
they compare with the strategies used at Starbucks that are described in this text.
Now you decided to promote him to be the assistant department manager. However,
when you shared this opinion with someone else in the department, you realize that this
could be a problem. Apparently, Jim is not liked by his colleagues in the department and
is known as an “impression manager.” Others view him as a slacker when you are not
around, and the fact that he gets the first pick in schedules and gets the choice
assignments causes a lot of frustration on the part of others. They feel that you are
playing favorites.
Discussion questions:
1. What would you do?
2. Would you still promote him?
3. How would you address this unpleasant situation within your department?
B. INDIVIDUAL EXERCISE
Ideas for developing yourself as an authentic leader
Authentic leaders have high levels of self-awareness, and their behavior is driven
by their core personal values. This leadership approach recognizes the importance
of self-reflection and understanding one’s life history. Answer the following
questions while you are alone to gain a better understanding of your own core
values and authentic leadership style.
In view of your answers to the questions above, what kind of a leader would you
be if you truly acted out your values? How would people working with you
respond to such a leadership style?
C. GROUP EXERCISE
You are charged with hiring a manager for a fast food restaurant. The operations
within the store are highly standardized, and employees have very specific job
descriptions. The person will be in charge of managing around thirty employees.
Discussion Questions
1. Identify the leadership traits and behaviors that are desirable for this
position.
2. Design an approach to selecting this person. Which methods of employee
selection would you use? Why?
3. Develop interview questions to be used in hiring this manager. Your
questions should be aimed at predicting the leadership capabilities of the
person in question.
promotion should be laid out for other employees. This is often done when a
company brings in an outside candidate for a job opening rather than promoting
internally. By identifying the specific qualifications, the other employees are more
likely to give credibility to the decision.
Aside from promotion issues, it may still be necessary to address some of the
favorability Jim is receiving. If working from home is unusual, yet Jim is allowed
to because of his personal relationship with you, other employees should have the
opportunity as well. Creating an unfair environment with a single employee can
bring down the morale of others and result in decreased efficacy and cooperation.
B. INDIVIDUAL EXERCISE
Understand your history
Events in people’s lives inevitably shape who they are and how they react to new
situations. For example, imagine you have been a relatively trusting person your
whole life. You have found that time and time again, you can rely on colleagues to
take some of the burden of your workload. When you have delegated tasks in the
past, the work that comes back is of good quality. One day, however, you have
delegated assignments to a new group of individuals. Just before a project is due to
be submitted, you get the work back from your colleagues and it is in terrible
condition. There is no time to make improvements and you are forced to turn in
your project in its current condition, which then causes you to lose a major client
and costs you the job. As a result of this situation, you might have trouble working
with others in the future. You may become so distrusting of new people you refuse
to share the workload, which makes your job incredibly stressful.
with yourself for missing a seemingly obvious factor. If you kept a journal,
however, you might realize that prior to making the decision you asked several
knowledgeable people for input, spent a great deal of time working out pros and
cons, and made a very rational, informed decision that just happened to not work
out. Furthermore, journaling would allow you to focus on how to prevent such
issues in the future by taking a more positive approach to a failure. Maybe while
journaling you realize you have been beating yourself up for outcomes that were
largely out of your control.
C. GROUP EXERCISE
One of the most important traits for this job is likely to be conscientiousness.
Managing thirty employees is not an easy job, and since the turnover is so high, the
manager will not be managing the same thirty employees from month to month. It
will be difficult to keep track of every employee and there will likely be a lot of
paperwork involved with cycling through employees at such a high rate. The
conscientiousness trait will at least ensure that the corporate and legal
responsibilities of the manager are handled and that jobs are performed according
to corporate regulations. Managing young people with little to no experience can
be stressful, and younger people are more likely to quit without giving advanced
notice. At any given time the manager may be short-staffed. To combat the
unpredictable nature of the job, an individual high in emotional stability would
help to ensure that things at the restaurant still ran smoothly regardless of the
chaotic situations that may arise. Extraversion may be more important for this
particular management job than other management positions. Younger people,
particularly those with no experience, can require direct communication. The type
of management required for the job may be difficult for someone who is more
introverted. While this need for extraversion does not mean that managers need to
be extroverted, in this case it would likely help. Furthermore, a manager low on
openness to experience might make a good fit. Because operations of the restaurant
are so standardized, someone low in openness to experience might be more
resistant to change procedures. While this could be a negative if a change needed
A personality test could go a long way in finding a candidate that would make a
good fit for this job. It would also help to have some kind of interview in which the
potential candidate would be told exactly what would be involved with the job.
The individual applying for the management position should be aware of the
nature of the people that will be managed (young, inexperienced, high turnover).
Someone with experience in that type of setting would also be highly beneficial.
Experience can be determined through a resume review.
There is one additional issue that should probably be addressed. Bringing in a new
person for the management position rather than hiring internally may upset some
employees. Effort should be taken to point out the specific reasons an outsider was
brought in. Whatever the qualifications are that made the new manager a good
choice should be explained in no uncertain terms to the other employees. By
identifying unique skills or experiences that made the outside person the best
candidate for the job, employees who were passed over for promotion may be
more likely to give the individual credit as opposed to grief.
Additional Readings
Bruce J. Avolio and Fred Luthans (2006). The high impact leader: Moments
matter in accelerating authentic leadership development. NY: McGraw-Hill.
Jim Collins (2001). Good to great: Why some companies make the leap... and
others don't. NY: HarperCollins.
Herminia Ibarra (2015). Act like a leader, think like a leader. Harvard Business
Review Press.
James M. Kouzes and Barry Z. Posner (2003). Credibility: How leaders gain and
lose it, why people demand it. NY: Jossey-Bass.
Jeffrey S. Young and William L. Simon (2006). iCon Steve Jobs: The greatest
second act in the history of business. Hoboken, NJ: John Wiley and Sons.
Ashlee Vance (2015). Elon Musk: Tesla, SpaceX, and the quest for a fantastic
future. Ecco.
Chapter 13
Power and Politics
1. Have you read this book? If so, what did you think about it? If not, do you
think you would find value in reading it? Why or why not?
2. Have you ever interacted with someone who used these principles
described above too much? What was your reaction to them?
3. Why do you think so many people are attracted to ideas developed so long
ago?
4. Would you add or delete anything from Carnegie’s rules for power and
influence? Explain.
I. Discussion Questions
A. THE BASICS OF POWER
1. What does the phrase “Power corrupts and absolute power corrupts
absolutely” refer to? What experiences have you had that confirm or
refute this assumption?
This question is posed with the goal of getting the students to understand that
without certain limits, having absolute power may lead to unethical behaviors or
behaviors that do not consider the implications of one’s actions on others.
2. Thinking about the Milgram and Zimbardo studies, do you think you
would behave the same or differently in those situations? Why or why
not?
Here you may want to highlight that these studies were conducted on ordinary
subjects. Yet, when people are given a role and asked to behave in a certain way,
they tend to follow their role. You may follow up on this point by describing a
situation where a student starts working for a company and supervisors and
colleagues expect the person to behave unethically. Students may find themselves
in a situation where they justify their unethical actions with the fact that their
bosses made them do it. You may ask them to consider that checking our ethical
values at the door when we join an organization may be counterproductive to our
careers, health and well being as well as the well being of the people we deal with.
3. What lessons can be learned from the past studies of conformity to help
avoid abuses of power in the future?
One lesson seems to be that unethical behaviors may not always be a function of
unethical individuals. Instead, having checks and balances along the way, and
encouraging questioning the status quo (such as by using devil’s advocates) may
be a good idea.
4. Give an example of someone you are dependent upon. Think about how
scarcity, importance, and substitutability affect this dependency.
Student answers to this question will vary. If students have difficulty identifying
someone who has power over them, you may ask the question of whether an
instructor would have power over them and why.
Student answers to this question will vary. The point of this question is to allow
students to participate in the conversation and reflect on their attempts at influence.
There are no right or wrong answers for this question.
C. ORGANIZATIONAL POLITICS
1. Do you think politics is a positive or negative thing for organizations?
Why?
Most students will likely identify politics as a negative influence over
organizational life. Therefore, providing some examples of positive political
behaviors would be useful. For example, the project team may be understaffed and
the team may be falling behind as a result. The team leader may use his or her
connections to approach upper management, and make a case for why their team
needs and deserves to have another employee. The manager may use personal
appeals or build a coalition with a different manager and defend this agenda. As a
result, the team may get the person it needs. In the absence of such political
behavior, the team would probably never get what it needed. In other words,
political behavior can be a positive influence over organizational effectiveness if
the political behaviors are not self-serving.
5. What political behaviors have you observed within school groups or your
workplace? Were they successful? Why or why not?
Student answers will vary. Most students can think of negative instances of
political behaviors, and it may be harder for them to identify effective uses of
political behaviors.
CEO pay is one of the most controversial issues we currently have in the United
States. You may start by asking the question of how fairness in this situation
should be defined. Is it being paid with respect to one’s results, or is it in
comparisons to other CEOs of similar companies? If it is with respect to one’s
inputs, how those should inputs be defined? Getting the students to think through
these issues complete with the downsides of each alternative would help them
appreciate the complexities of this situation.
2. What is some advice about power that you would give to a colleague who
was leaving to China to set up a new business?
You may start by highlighting that China is a high power distance country where
power is located at higher levels of the hierarchy and those higher up are not used
to sharing of power or being questioned. Moreover, in China influencing others
will require more social skills and building connections. Tactics such as building
coalitions with others, or using the power of social connections (who you know as
opposed to what you know) will be more frequently used in this culture.
You are now at a meeting with your manager and a group of employees. Your
manager is giving financial information to all employees about different
markets. Yet, some of this information is inaccurate, which could lead to
wrong pricing decisions and loss of money by the company. If you correct him,
though, he would most likely get upset with you because he does not like being
corrected. Would you correct him? How and when?
Today is also the day on which your manager’s boss is collecting information
about your manager’s leadership style so that they can give him a 360 degree
appraisal. They assure you that your comments about your manager will
remain confidential, but the nature of your thoughts is such that probably he
would guess you are the person who made those comments. Specifically, you
think that your manager takes offense easily, has a bad temper, and could be
more effective in time management. Would you share your thoughts with your
manager’s manager?
You are now at the coffee shop and grabbing a cup of coffee and some pastries.
You notice that they have almond coffee cake, which is your manager’s
favorite. Would you pick some up for your manager?
B. INDIVIDUAL EXERCISE
Map Your Social Network1
Step 1: Think of a specific objective you have at work or school that involves other
people. Once you have thought of an objective, jot it down. You will refer to this
objective throughout the analysis.
Step 2: Use Figure 13.14 to list five to fifteen people at your school or in your
professional network with whom you have regular contact and who are relevant to
the objective you identified.
Step 3: Rate how tightly connected you are with the people in your network using
the given scale (barely connected, loosely connected, somewhat connected, or
tightly connected) on the left-hand side of their name.
Step 4: Circle the name of anyone who has introduced you to four or more new
people since you have known them.
Step 5: In Figure 13.15, place a check mark in the intersecting box of people that
know each other. For example, if person 1 knows person 2, put a check mark
under the 2 at the top of the table. Continue to do this throughout the grid (grayed
boxes should be left blank).
Step 6: Analyze your network using the guidelines on the following calculations.
Step 7: Consider ways to strengthen your network.
1
Adapted from information in Carpenter, M.A., and Sanders, W.M. (2007). Strategic Management. Upper
Saddle River, NJ: Pearson Education; Wasserman, S., and Faust, K. (1994). Social network analysis:
Methods and applications. NY: Cambridge University Press; Watts, D.J. (2003). Six degrees: The science of
the connected age. NY: W.W. Norton and Company Ltd.
Figure 13.14
Figure 13.15
N = ______
(N * (N - 1)/2 = M) or ( __ * ( __ - 1)/2 = M)
M = ______
C = ______
C/M=D
___/___= D
D = ______
Network Size
N = number of people in your network. The more people in your network, the
greater the amount of information and possibly access to greater resources you
have. We stopped at fifteen people but many individuals have more people in
their network than fifteen.
Network Strength
The strength of your network is also important. You can talk about this in
terms of percentages of your relationships. What percentage is very tightly
connected? Close? Somewhat connected? Or barely connected?
___% Tightly Connected
___% Somewhat Connected
___% Loosely Connected
For most people, it would be hard to manage a huge network where all the ties
are very close, just by virtue of the amount of time and energy it takes to
satisfy the conditions for closeness.
Count how many names you circled in step 4. Each of these individuals plays
a special role in your network as they are central connectors who serve to
expand your network by introducing you to new people. If you are also a
central connector, this can be a benefit to assessing information as long as you
are able to keep the network from distracting you from your work.
Network Density
Consider factors relating to power and influence and how you might go about
strengthening and increasing the size of your network.
C. GROUP EXERCISE
In a group, analyze the following individuals in terms of their potential power
bases. The first step is to discuss which types of power a person with the job listed
on the left-hand column could have. If you can think of an example of type of
power they have, write the example in that column.
Table 13.1
Computer
programmer
Executive
assistant
Manager
Mailroom
person
Customer
service
representative
CEO
A. ETHICAL DILEMMA
B. INDIVIDUAL EXERCISE
N = 11
(N * (N - 1)/2 = M) or ( __ * ( __ - 1)/2 = M)
M = 55
Total number of check marks on your network grid that shows the number of
relationships among people in your network.
C = 28
C/M=D
28 / 55 = D
D = .51
Network Size
N = number of people in your network. The more people in your network, the
greater the amount of information and possibly access to greater resources you
have. We stopped at fifteen people but many individuals have many more people
in their network than fifteen. In this example there were eleven people in the
network.
Network Strength
The strength of your network is also important. You can talk about this in terms of
percentages of your relationships. What percentage is very tightly connected?
Close? Somewhat connected? Or barely connected?
For most people, it would be hard to manage a huge network where all the ties are
very close, just by virtue of the amount of time and energy it takes to satisfy the
conditions for closeness.
Network Density
Network density is important. When a person’s network density is 1.0 that
indicates that everyone in the network knows everyone else. Whether or not this is
good or bad depends on a few things. For example, if everyone in your network
has additional networks they belong to as well, you would be playing a central
role in their networks and you would be a boundary spanner. But, if they also
have high network density, the odds are that no new information is getting
introduced into your group. You are basically a closed loop where the same
people interact with one another and it is challenging to assess changes in the
environment or to be innovative.
Consider factors relating to power and influence and how you might go about
strengthening and increasing the size of your network.
C. GROUP EXERCISE
Computer Computer
programmer programming is a
very specific skill. It
requires years of
education to master.
As a result, these
individuals have a
great deal of
information power.
Even if others have
access to the same
information, they
may not understand
it as a computer
programmer does.
Executive Executive Because executive With direct access to
assistant assistants often assistants handle executives, an
have the ability to many of the tasks assistant can often be
perform many of of executives, the first to know
the actions as the they are often certain kinds of
executives they given the ability information.
assist. While they to make judgment
are generally not calls surrounding
allowed to use this rewards.
power without
consent, they do
technically hold a
great deal of
legitimate power.
Manager A manager Managers are Managers are Managers have
obviously manages often in charge of responsible for contact with higher-
employees. The giving out making sure up members of
manager has bonuses and employees comply organizations. This
legitimate power promoting with rules and means they have
to accomplish this individuals. perform assigned access to
task. tasks. To help in information that
this process, other employees do
managers can not receive.
utilize various Additionally,
forms of managers tend to
punishment, have an overall view
including docking of the departments or
pay, giving unit they are
undesirable tasks managing. This
or bad schedules gives them a unique
(and in severe perspective
cases, firing regarding business
people). operations.
Mailroom Although a
person mailroom person
might be considered
a position without
power, the individual
may have access to
information due to
the nature of the job.
Because most mail
applications are
automated now, this
power is lessening.
But imagine the days
of sorting mail by
hand. A mailroom
worker would have
knowledge of
general
communication
between individuals.
Customer Many customer Customer service
service service people have representatives
autonomy in how generally have
representative to handle access to customer
situations. accounts. Although
Compensation for they are not allowed
an event might to share information,
vary depending on they will know the
how the status of the account
representative is of every customer
treated by a they handle.
customer.
CEO A CEO is in CEOs make the Just as a CEO CEOs have access
charge of an decisions for an can award a to all of an
organization. organization. contract, he/she organization’s
He/she is This can include can cut someone information. They
generally giving a large off. If a CEO is are responsible for
appointed by a company not getting an strategic planning
board and as far contract to a acceptable price and often know
as the company friend or from a things that no one
is concerned, the deciding distributor, the else knows. CEOs
CEO’s word is whether a bonus CEO can threaten often have so
law. Every will be issued to purchase from much information
aspect of an and for what someone else. power that laws
organization’s amount. are in place to
operations is protect the public
ultimately routed from certain
to the CEO. activities (e.g.,
insider trading).
Tell players to roll to see who goes first, but not to start the game or distribute any
money. After player 1 is decided, explain that player 1 is the dictator. The dictator
can do anything. Rules can be enforced or ignored, but anything the dictator
wants to do is done. The dictator gets $8,000. Player 2 receives $3,000, all four
railroads, both utilities and the red and yellow properties. Player 3 receives $1,000
and all the houses and hotels. Player 4 receives blue, green, orange, and purple
properties and $500. Player 5 receives the brown (Baltic and Mediterranean) and
light blue properties as well as the remaining funds. Let the game begin.
Source: Brett Guidry, Portland State University. Used by permission of the author.
Additional Readings
Robert B. Cialdini (2008). Influence: Science and practice. Allyn & Bacon.
Dale Carnegie. How to win friends and influence people. Any edition.
Annette Simmons (2001). The story factor: Secrets of influence from the art of
storytelling. Cambridge, MA: Perseus Publishing.
Chapter 14
Organizational Structure and Change
1. What changes might you make at Toyota to prevent future mishaps like
the massive recalls related to brake and accelerator failures?
2. Do you think Toyota’s organizational structure and norms are explicitly
formalized in rules, or do the norms seem to be more inherent in the
culture of the organization?
3. What are the pros and cons of Toyota’s structure?
4. What elements of business would you suggest remain the same and what
elements might need revising?
5. What are the most important elements of Toyota’s organizational
structure?
I. Discussion Questions
A. ORGANIZATIONAL STRUCTURE
1. What are the advantages and disadvantages of decentralization?
Decentralization has the following advantages:
i. Employees are empowered and therefore their motivation increases.
ii. People close to a decision are the ones actually making the decision.
iii. Customer satisfaction may increase because their unique needs will be
taken into account.
At the same time, the following disadvantages may occur:
People who do not see the “big picture” may be in charge of making the
decision.
Not all employees are capable of or interested in making decisions and if
they are not ready, the decision will not be effective.
2. All else being equal, would you prefer to work in a tall or flat
organization? Why?
Tall organizations have a number of disadvantages for one’s career, such as
having to go through many channels for approval and information. These
organizations may be more bureaucratic and rule-oriented. Yet, they also have the
advantage of providing more promotion opportunities for employees.
4. Have you ever reported to more than one manager? What were the
challenges of such a situation?
Student answers will likely enrich class conversation. Reporting to more than one
manager may be problematic in situations where these managers do not get along
with one another and do not coordinate their actions. This lays the burden of
managing these two personalities on the shoulders of employees. Communication
and coordination difficulties may cause high levels of role conflict and stress for
these employees.
B. ORGANIZATIONAL CHANGE
1. Can you think of an organizational or personal change that you had to go
through? Have you encountered any resistance to this change? What
were the reasons?
Student answers to this question will vary. When students describe organizational
experiences with failed or successful change efforts, it may be useful to identify
where things have gone wrong, and at which stage of Lewin’s change process the
problem resides. Lewin’s three-step model is useful to analyze any change effort
instituted in an organization and students may find it interesting that what happens
before the change is often the key determinant of whether the change is successful
or not.
2. How would you deal with employees who are resisting change because
their habits are threatened? How would you deal with them if they are
resisting because of a fear of failure?
People resist change when it threatens their habits. This means that any change
effort will likely meet with some initial resistance because habits are threatened.
Patience will be a virtue here: Given time, many people will adjust. This would
also mean that organizations will need to allow employees some time to adjust
and practice the new skills so that new habits can be established.
Fear of failure requires a different approach, partly also because employees are
unlikely to admit that they are afraid to fail. Prior training of all employees,
including the seeming experts, may be a good idea. Again, giving employees
plenty of opportunities to practice the new skills and supporting those who are
lagging behind may be good ideas. The organization may want to reassure
employees that employees will have plenty of time to adjust and those who are
not managing the transition are not in danger of losing their jobs. Creating a
supportive atmosphere will be useful to deal with this barrier.
There is definitely some information that will not be shared with employees
immediately, such as when planning a layoff. Until things become clear, the
company may need to withhold information. Yet, lying to employees is likely to
be viewed as unethical. Assuring employees that things are great even if they are
not will breach the trust between employees and the organization and will create a
culture of mistrust in the organization’s future dealings with employees.
B. INDIVIDUAL EXERCISE
Planning for a Change in Organizational Structure
Imagine that your company is switching to a matrix structure. Before, you were
working in a functional structure. Now, every employee is going to report to a
team leader as well as a department manager.
Draw a hypothetical organizational chart for the previous and new
structures.
Create a list of things that need to be done before the change occurs.
Create a list of things that need to be done after the change occurs.
What are the sources of resistance you foresee for a change such as this?
What is your plan of action to overcome this potential resistance?
C. GROUP EXERCISE
Organizational Change Role Play
Manager’s Role
Your company is switching to a new Enterprise Resource Planning (ERP)
software. This new system will ensure that there is a common database for all
operations and will provide a close integration of the operations in all
departments. The company estimates that on-time delivery rates will dramatically
improve after the ERP implementation. This is a huge investment, but
management believes that the benefits of this implementation outweigh the costs.
Yet, one important concern is employee reactions. Your employees will need to
be trained in this software and will need to dedicate as much as twenty hours per
week on the implementation. The implementation will take several months. There
is also the issue of training employees in the new software, which is substantially
more complicated than Excel training!
You are now meeting an employee who is critical to the implementation. This
person is an opinion leader in the company and one of your key people. If you can
secure the individual’s cooperation the transition is likely to go more smoothly.
Unfortunately, the employee became extremely concerned after hearing about
these changes and is considering leaving the company. Have a meeting with this
employee to explain what is going to happen. Your goal is to convince the
employee to stay and motivate the individual to provide support for the program.
Employee’s Role
Your company is switching to a new ERP software. This new system will ensure
that there is a common database for all operations and will provide a close link
between the operations of all departments. The company estimates that on-time
delivery rates will dramatically improve after the ERP implementation.
Management believes that the benefits of this implementation outweigh the costs.
Yet, you have serious concerns. First, during the implementation you will have to
work very long hours. Managers are saying the implementation will take several
months, but based on what you read about the subject, it could be up to a year.
You liked your job before, but now you have started looking for a position
elsewhere. Maybe it is time for a change, given that things will get stressful here.
It is not only the potential for overtime that concerns you. The training that comes
is demanding and you have doubts that you can learn the system in a short amount
of time. You always felt successful at work, but now you are concerned about
future achievement. What if you do not succeed?
Your manager requested a meeting with you. You have suspicions that someone
leaked the fact that you are looking for a new job. You are curious to hear what
your manager has to say. You do not really have to leave, but at the end of the
meeting you should feel that:
a) they value you in this company
b) the project is likely to be a success
c) you can be successful under the new system
d) staying here will be beneficial to you
Discussion questions
1. Was the manager successful in securing the cooperation of the employee?
Why or why not?
2. What could the manager have done differently to secure the employee’s
cooperation?
3. Why was the employee resisting change?
Even with the delicacy of the situation, keep in mind that if the merger occurs, it
is likely to be revealed that you had advance knowledge of situation.
B. INDIVIDUAL EXERCISE
The previous structure will consist of functional departments, such as finance,
marketing, accounting, and R&D. In the new structure, there will still be
functional departments, but employees from each department will report to
project managers as well as to their functional managers.
Things that need to be done before the change occurs will include planning the
change, and communicating with employees. Is this the best possible structure?
Why was this change needed? Involving employees in this conversation will help
secure their cooperation. The company will also want to ensure the readiness of
the employees for this change. Functional managers and project managers will
need to get together to communicate and coordinate as well as set the boundaries
of their areas of responsibility.
Things that need to be done after the change occurs include checking progress,
dealing with the problems that arise from the new structure, and motivating
employees to work under the new system. Miscommunication that may arise
because of reporting to multiple managers will need to be resolved. Because work
will be organized around projects, employees will need to adopt a more
empowered work mind.
In a change like this, both employees and managers are likely sources of
resistance. Project managers will need to develop project management skills. Line
managers will realize that while they are still the managers of their employees,
they do not coordinate or control the day-to-day operations. If the line and project
managers do not get along, the situation is ripe for conflict. In order to execute the
change more effectively, sources of likely resistance will need to be identified.
Having meetings with all involved parties and involving them in the major
decisions will be important.
C. GROUP EXERCISE
Manager’s Role
One of the key concerns here is the strong reaction your key employee had to the
news of the new software. It will be important to get to the root of the reaction to
the change. What aspect is most troublesome? Perhaps the employee is not aware
of many of the problems associated with the current system. Perhaps the company
has not done a very good job of informing employees of the benefits of the new
system. Your first task should be to determine what is causing your key employee
to be so against the change.
For this particular exercise, the employee’s concerns are outlined as well as a
method for a manager to address the issues.
During the implementation the employee will have to work very long
hours. Although management is saying it will take several months, the
employee has information that suggests the process could take up to a year.
o It may be true that long work hours are unavoidable; however, maybe
the company could consider being flexible in when those hours occur.
Giving employees the opportunity to adjust the potentially disruptive
schedule around their own lives may motivate workers to engage in
the transition. The additional act of compensating employees for the
longer work hours may help communicate that the company is
concerned for their well being.
o Because your key employee also has information indicating the
process could take up to a year, you may want to work with this
employee to find a way to prevent such a long transition from
occurring. There are likely common pitfalls that cause an
Again, remember that the goal of implementing the new system is to make
employees’ jobs easier and dramatically increase on-time delivery rates. It is
entirely possible that once the new system is in place, company profits will
increase as well. Based on this assumption, it may be appropriate to offer a bonus
to employees that have stuck with the company during a difficult transition.
Offering a bonus might also help convey the message to employees that the
organization is confident the new system will increase profits.
Employee’s Role
Depending on how the interview went, the answers to these questions may vary. It
is possible the manager spent too much time focusing on the outcome of the new
system. There were many reasons why the employee was resisting the changes in
the system. Specifically, the new system involved potentially working too many
hours and creating work/life balance problems. There is ambiguity regarding the
consequences of the change: the employee simply does not trust the management
to have correct time estimates. This employee is also concerned about future
success. He or she is used to being a high performing employee and will want to
preserve these feelings under the new system. Depending on how the manager
handled these issues, the employee may now have built confidence and gained
greater clarity regarding what will happen under the new change. The students
who played the employee role should share their perception of whether the
manager’s handling of the situation could realistically address these issues.
The company is merging with another, local company. There will be extensive
consolidation and any employee redundancy will be removed.
The company has been bought by a large, international firm that wants to expand
its focus.
A company is moving its headquarters to another state.
A company is changing from being privately owned to publicly traded.
An organization has previously communicated with its customers through phone
and email. After an evaluation, the company has decided email communications
are often confusing and require several additional contacts, where a phone call
would likely solve the problem in one step. As a result, the company will be
phasing out email communication over the next sixty days.
A manufacturing company is shifting to manufacturing and distribution.
Source: Brett Guidry, Portland State University. Used by permission of the author.
ideas flowing — from everyone in the company, not just the designated
“creative”.
B. Title: The single biggest reason why startups succeed by Bill Gross
https://www.ted.com/talks/bill_gross_the_single_biggest_reason_why_startup
s_succeed
Synopsis: Bill goes into five factors that create success in business startups.
Through his research, he found that the most important factor, more than the
idea itself and the business models, but timing.
Additional Readings
Michael Beer and Nitin Nohria (2000). Breaking the code of change. Boston,
MA: Harvard Business School Press.
Spencer Johnson (1998). Who moved my cheese? An amazing way to deal with
change in your work and in your life. G. P. Putnam's Sons.
John P. Kotter (1996). Leading change. Boston, MA: Harvard Business School
Press.
Chapter 15
Organizational Culture
I. Discussion Questions
A. UNDERSTANDING ORGANIZATIONAL CULTURE
1. Why do companies need culture?
This question is akin to asking why people need personalities! Even if we did not
need them, we have them. Similarly, each organization has a culture that
differentiates it from other organizations. The type of culture the organization has
will have implications for the success of the organization or could be the reason
why the company fails to live up to its potential.
adopt casual Fridays where employees are free to dress however they want. Do
you think employees will think that the organization is employee friendly? It is
unlikely. In a people-oriented culture, the same policy would be an expression of
the assumption that “employees should be free to express themselves.” In a
different culture, the same policy may simply indicate that the company is
imitating a competitor.
3. What are the methods that companies use to aid with employee
onboarding? What is the importance of onboarding for organizations?
Onboarding is important, because when employees quit their jobs or are fired
shortly after they were hired, the organization incurs substantial costs. To help
employees adjust to their new positions, formal programs include mentoring
programs and new hire orientations.
4. What type of a company do you feel would be a good fit for you? What
type of a culture would be a misfit for you? In your past work experience,
were there any moments when you felt that you did not fit with the
organization? Why?
Student answers to this question will vary. Students often find the idea of cultures
novel and useful, and they will be able to identify how they fit or did not fit into
different organizational cultures.
2. Are there conditions under which change is not possible? If so, what
would such conditions be?
Conditions making change more difficult to achieve include a successful
organization uninterested in change, a large and bureaucratic organization with
many procedures and rules in place, and the lack of a change agent taking
responsibility.
3. What advice would you give to someone who was interested in starting a
new division of a company in another culture?
The key advice, which would lead to further advice, may be to be a good observer
and listener before creating too many rules and procedures. Some policies and
procedures may be immediately transferable while others may be less likely to go
well in a different culture. Before enforcing all headquarter rules, it is important
to keep an open mind and learn about the local culture.
Seasons is known for. They are the people that interact first hand with customers,
they must demonstrate their pristine customer service at all times.
4. How do you think this culture was created? What were the forces that
shaped it over time?
Student’s answers will vary. Discussions about different factors and forces that
created culture will occur, students may disagree on which factors are most
prominent in shaping culture.
Is this unethical? Why or why not? What would you do before the interview to
address this dilemma?
B. INDIVIDUAL EXERCISE
Impact of HR practices on Organizational Culture
Below are scenarios of critical decisions you may need to make as a manager.
Select one from each pair of statements. Then, think about the impact your choice
would have on the company’s culture.
1. You need to lay off ten people. Would you
a. lay off the newest ten people?
b. lay off the ten people who have the lowest performance
evaluations?
C. GROUP EXERCISE
Recruiting Employees Who Fit the Culture
You are an employee of a local bookstore. The store currently employs 50
employees and is growing. This is a family-owned business and employees feel a
sense of belonging to this company. Business is conducted in an informal manner,
there are not many rules, and people feel like they are part of a family. There are
many friendships at work, and employees feel that they have a lot of autonomy
regarding how they perform their jobs. Customer service is also very important in
this company. Employees on the sales floor often chat with their customers about
books and recommend readings they might like. Because the company is growing,
they will need to hire several employees over the next months. They want to
establish recruitment and selection practices so that they can hire people who have
a high degree of fit with the current culture.
Next, create interview questions for a person who will work on the sales floor.
What types of questions would you ask during the interview to assess
person/organization fit? How would you conduct the interview (who would be
involved in the interviewing process, where would you conduct the interview, and
so on) to maximize the chances of someone with a high person/organization fit?
On the other hand, if you truly believe that the job you will be pitching to
prospective candidates is misleading (based on objective observations, not “gut
feeling”), you should probably address the issue with your supervisor. While
other companies may be doing what your manager is requesting, being just as
wrong as they are will not correct the situation. Perhaps it is important to consider
the consequences of a misleading job offer. A quality candidate might be secured,
but once that individual comes to the same realization you have, he or she is likely
to leave. This kind of turnover could potentially cost the company more than
taking longer to fill the spot. Additionally, at what point do you stop selling the
position and start lying? If the candidate were to ask for examples of benefits
since the company was taken over, can you provide concrete examples? What if
they ask for names of individuals who have been promoted to headquarters?
B. INDIVIDUAL EXERCISE
1. You need to lay off ten people. Would you
a. lay off the newest 10 people?
There is a common phrase, “Last hired, first fired.” This means that
when a company needs to lay off employees, those with seniority are
given preference. However, imagine a company has just expanded into
a new area and recently hired several new employees to handle the
new sector. Obviously by firing these new people with specialized
information, the organization would not function very well.
Additionally, imagine an organization has hired several new people in
preparation for a large group that is about to retire. If the newest
employees were to be laid off, there would be no one to fill the void
left by the retiring employees. Of course, there is always the chance
that, coincidently, the last ten people hired are the best workers in the
entire company. When the most recent employees are laid off, the
message sent to the employees is that loyalty to the company is more
important than relative performance levels of employees.
b. lay off the ten people who have the lowest performance evaluations?
This option may seem reasonable, and some organizations will
regularly conduct a performance review and lay off the bottom ten
percent of employees. However, “lowest-rated employee” is a relative
concept. There may be little statistical difference among top- and
bottom-ranked employees. Also, imagine a company with several
departments. How would you compare performance from a warehouse
worker to a salesperson? Evaluation standards can easily vary from
department to department. Making a clean cut of the bottom ten
employees based on performance evaluation might leave departments
lopsided. Assuming that evaluations are objective, this decision sends
the message that performance level matters more than time at the
company.
2. You need to establish a dress code. Would you
a. ask employees to use their best judgment?
“Best judgment” varies drastically from person to person. It is not
unusual for someone to explain an inexcusably foolish action by
saying “it seemed like a good idea at the time.” Asking employees to
use their best judgment will likely create a large variation in how
people dress at work. At the same time, this sends the message that the
employees are expected to behave like adults.
b. create a detailed dress code highlighting what is proper and improper?
Sometimes detailed dress codes are necessary for organizations. These
dress codes could be for safety purposes, such as forbidding factory or
laboratory workers from wearing open-toe shoes or certain kinds of
loose-fitting clothing. They could also help a company maintain a
consistent image from location to location such as a fast food
restaurant requiring black shoes, black socks, khaki pants, and a
special shirt bearing the company logo. Sometimes these types of strict
dress codes can insult employees. In a small company, establishing a
dress code may signal that the company is becoming more rule-
oriented. Professional employees may resent that the company does
not seem to trust them.
C. GROUP EXERCISE
1. Newspaper advertisements
This might be a reasonable method for recruiting employees. In one sense
you will reach a group of people who read the paper, which is becoming
more limited and specific each year. On the other hand, many people go to
the newspaper when looking for jobs, thereby giving a more generalized
sample of potential candidates. Additionally, in modern times, many
newspaper advertisements are available online as well, broadening the
potential employee base even more.
2. Magazine advertisement
B. Title: How giant websites design for you (and a billion others, too) by
Margaret Gould Stewart
https://www.ted.com/talks/margaret_gould_stewart_how_giant_websites_desi
gn_for_you_and_a_billion_others_too
Synopsis: As director of product design, Stewart lists the three rules for
designing at such a large scale, and how just the smallest mistakes can cause
global outrage, and affect the lives of people all over the world.
Additional Readings
S. Chris Edmonds (2014). The culture engine: A framework for driving results,
inspiring employees, and transforming your workplace. Wiley.
Seth Godin (2008). Tribes: We need you to lead us. Portfolio Hardcover.
Michael Watkins (2003). The first 90 days: Critical success strategies for new
leaders at all levels. Boston, MA: Harvard Business School Press.