1. (TCOs A and B) Organizational behavior is an interdisciplinary body of knowledge with strong ties to several
academic disciplines. Please identify three of the four primary areas.
(TCOs A and B) OB defines stress in terms of both work stressors and life stressors. Please identify four
common sources of stress at work.
(TCOs A and B) Please identify and briefly explain two of the five dimensions of national culture.
(TCOs A and B) What is organizational learning? Why is it important for firms to emphasize organizational
(TCOs A and B) What is the goal in studying and applying organizational behavior concepts? Pick one of the
four organizational behavior disciplines and use a brief example to describe how it relates to this goal.
(TCOs A and B) Identify the main elements included in affective events theory. Select any two of these
elements, and provide an example of how the factor can influence an employee’s job performance and
(TCOs A and B) What is organizational behavior, and to what degree do you think an understanding of it
may increase one’s managerial success in the workplace?
(TCO D) Please define self-managing teams and identify three of the five tasks a true self-managing team is
(TCO D) Referring to the team decision making process, define consensus and unanimity, and explain the
difference between the two.
(TCO D) There are six methods that teams use to make decisions. Identify and define three of the six.
(TCO D) What is groupthink? Why can groupthink be detrimental to effective group functioning?
25. 26. 27. (TCO D) What factors determine whether teams are successful? Please briefly describe each factor.
(TCO E) Please define and explain the difference between functional conflict and dysfunctional conflict.
(TCO E) Identify and define four of the seven key elements in the communication process. Give a specific
example of a possible breakdown in a communication flow.
(TCO E) Please identify and give examples of four of the five direct conflict management strategies.
(TCO E) Please identify and give examples of four of the five indirect conflict management strategies.
(TCO E) Identify four of the barriers to effective communication and give an example of each.
(TCO E) Based on the value of leadership communication and conflict management skills presented in the
course, list a minimum of five major conflict resolution techniques that allow managers to control dysfunctional
conflict or increase conflict when it is too low between parties. Support each technique with a clear and concise
example of a manager's application of each technique during conflict resolution situations in the workplace.
(TCO E) Define the term channel richness as it relates to the communication process. Briefly describe and
defend which level of richness you would select when addressing a workplace conflict in the antecedent stage.
(TCO E) Define power from an organizational behavior perspective. What is the difference between power
(TCO E) There are two forms of personal power. Select one of the forms. Explain the theory of how this
power comes to be and is used. Then provide an example of a person who possesses this type of power and
how he/she uses it.
(TCO E) Compare and contrast charismatic and transformational leadership styles. Provide two
characteristics of each leadership style.
(TCO E) Differentiate between trait theories of leadership and behavioral theories of leadership. Describe
each and give an example of each type of leadership.
(TCOs F and G) Explain how interpersonal conflict occurs, and give two examples of substantive conflict
and two examples of emotional interpersonal conflict.
(TCOs F and G) Although conflict is usually considered a negative experience to be avoided, it actually has
the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a
(TCOs F and G) Describe and illustrate with an example an advantage that face-to-face communication has
over written communication. Describe and illustrate with an example an advantage that written communication
has over face-to-face communication.
(TCOs F and G) Workplace deviance is costly to both organizations and employees. Victims of workplace
deviance suffer from stress-related conditions, decreased productivity, and low morale, and are more likely to
leave the organization. How can norms be used to reduce deviant workplace behavior? 28.
29. 30. 31.
32. 33. 34. 35. 36. 37.
38. 39. (TCO B) What is an attitude? Discuss the three basic components of an attitude.
(TCO B) Discuss and provide examples of best practices an organization can implement to leverage
diversity in areas such as group management, recruiting, hiring, retention, and development practices to
increase an organization’s competitive advantage.
(TCO B) Just as Judy Garland and Mickey Rooney cried, "Let's put on a show!" to solve problems in their
1940s movie lives, many businesses cry "Let's build teams!" to attack problems ranging from low productivity to
poor morale, high costs, and missed deadlines. Likewise, in our Week 3 Case Study, Building a Coalition, we
had a team begin to form to address problems in the Washington, DC school system. Employee teams
intuitively seem to be a great idea and are certainly a growing trend.
(TCO B) Researchers report that heredity has a strong influence on an individual’s personality. What are the
implications of this in organizational settings?
(TCO B) John supervises five employees at a local manufacturing office and is trying to decide how to
motivate them. The office is rather small and his employees work an eight hour day with only a 30 minute break
for lunch (and they eat at their desks). He thinks that giving them a monetary bonus or a raise might be the way
to get the group to start producing more. Discuss why money might not be a motivator to these employees, and
what action could be taken instead to get them motivated.
(TCO B) You are the manager of a business that cleans airliners. You are contracted by airlines to perform
quick cleanups on planes between flights, as well as more extensive cleanings while planes are parked
overnight. The airline industry is facing financial pressures and these pressures have trickled down to you. The
airlines are having their planes cleaned less often and, as a result, they are dirtier when they are cleaned. It
also seems like passengers are increasingly likely to leave really gross stuff behind.
(TCO B) Juanita Perez strongly believes in working for a company which promotes diversity. She is currently
enrolled with you in a graduate program with a major in human resources management; and, she aspires to
become a Chief Diversity Officer (CDO) in an organization respectful of differences. You have taken several
courses with her; and, you both have discussed the fact that adult learners want to be involved and gain more
exposure in the operations of the company they work for. You understand that she is searching for a new job.
(TCO E) You lead a team of marketing professionals. At a recent team meeting, Curtis and Andrea got into
an argument in front of you and are no longer speaking to each other. Curtis came to you and complained that
Andrea always tries to get all of the attention. Andrea came to you with that same complaint about Curtis after
the argument. Recently you and your entire team took the Life Styles Inventory (LSI). Andrea is Conventional
while Curtis is Competitive. Your style is Humanistic-Encouraging. You plan to hold a meeting with the three of
you. What four specific things will you cover, and how will you approach each part of the communication
differently based on the LSI results?
(TCO E) Mary has accepted a position as director of a non-profit organization that represents a cause she
deeply believes in. Her pay is $28,000 per year. Her position allows considerable flexibility, which is critical
given her three school age children and family needs. Additionally, Mary works with many peers who she
respects and her leadership essentially allows her the freedom to make decisions without too much upper
management review. Mary’s husband Bill works as a Computer Engineer for a large consulting firm. His pay is
$95,000 per year. Bill’s work requires many late hours and weekends, as well as a considerable travel demand.
This means that Bill misses much of the children’s growing up experiences and that Mary has to carry those
responsibilities alone. Bill’s peers are extremely competitive and the nature of the role allows little collaboration.
Additionally, Bill’s boss is extremely aggressive and a micromanager. He and Bill clash constantly, and the boss
has been very antagonistic and anxious that Bill is “out for his job.” Bill and Mary live in a part of the country
where the median wage for a professional is approximately $65,000. Mary and Bill’s dinner time conversations
seem to regularly revolve around how dissatisfied they both are with their careers.
(TCO E) Describe the communications process in detail, including all key parts and their particular function;
as well as movement of the communications. Provide examples of each part and elaborate on each example.
(TCO E) The use of social networking by professionals in the workplace as a means of communication is
increasing dramatically. Describe how the use of social networks enhances or reduces productivity at an
organizational level. Discuss how their social and work uses affect employee attitudes and behaviors.
(TCO E) Eagle Standard Inc., (ESI) a major engineering firm, specializes in designing aircraft parts for
government contracts. ESI employs project managers and 42 engineers who are divided into project groups of
six to seven members. The majority of project team leaders have spent time in France and Britain learning new technology. The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter.
The project has been ongoing for 18 months, and all six engineers have been with this project group since its
inception, working together on all of these projects. Eagle 6 works well together.
(TCO E) As a manager of people, it is inevitable that you will have to deal with conflict issues. In our studies,
we have identified the need to resolve conflict when it is seen to be counter to the organization’s goals, and in
some cases, to stimulate conflict to arrive at organizational goals or increase performance. Select any two of
the nine conflict-resolution techniques. Explain how each technique could be used to reduce or eliminate
conflict. Provide an example scenario for each. (15 points for each technique with an example scenario.) Select
one of the four conflict-stimulation techniques. Explain how that technique could be used to improve a group’s
performance. Provide an example scenario. (15 points)
(TCO E) In the small town of Evansville, Indiana, Amberville Textiles was not producing parachute and
military blankets as it did in its height of success thirty years ago. When Joe Harley, the middle-level manager of
the production department at Amberville was laid off, many employees who worked under him became
apprehensive about their job security. They were aware of the current trend toward laying-off employees in the
(TCO E) You are the chair of the newly formed Campus Speaker Committee, a student organization that
selects campus speakers. The funding for speakers selected by the committee comes from a wealthy,
respected alumnus who wants more controversial speakers to speak to students on campus. The alumnus gave
the school a $50,000 endowment earmarked for this purpose. However, his endowment is contingent upon
students’ ability to choose speakers without interference from faculty and administration.
48. 49. (TCO E) William Smith and Julia Morin met each other during cycling competitions in Brooklyn, New York
two years ago. Each of them worked in specialty bicycle shops in Manhattan as high-end mechanical
technicians. Recently, they began to ‘dream’ about the possibility of combining the two shops; then, starting up
a third shop in Brooklyn. Their shop owners loved the idea, but the twenty-five current employees in each of the
downtown Manhattan shops considered the start-up store in Brooklyn a threat.
(TCOs C and D) Identify the five stages of team development, and explain what happens at each stage.
Give a specific example from your own experience to highlight one of the stages.
(TCOs C and D) When a team works together, it has a huge range of skills available that it can utilize to
deliver extraordinary results. Explain how organizations can create team players.
(TCOs C and D) Congratulations! Your manager just informed you that you’ve been promoted to the team
lead role for a multi-functional, virtual team. The stakes are high. The deliverables for this team are essential to
the organization’s strategic goals. Most of the team interaction will be online and your charter is to effectively
manage the team, keep executive management updated on the status of critical milestones, and maintain a
high performing team. Using the Team Effectiveness Model as a foundation, analyze and prioritize one solution
from each category of the model (context, composition, and process) that you believe creates the best
foundation for your team’s success. Provide your rationale for your recommended solutions.
(TCOs C and D) The amount of cohesiveness and diversity found within teams can have both positive and
negative effects upon a team’s performance. Answer the following.
(TCOs C and D) Monica was recently promoted to the manager role for a large function in her organization
that oversees global regulatory compliance for the company’s products. Her prior department—Customer
Complaints—is just one of the functional groups that provide input for her new department’s charter. Monica is
tasked with revising a set of complex processes to improve the quality and timeliness of regulatory reporting,
and she has asked you for some recommendations about team format. Considering the numerous inputs and
outputs of the affected processes, and the global reporting requirement, should Monica create a crossfunctional team, a problem-solving team, a virtual team, or a hybrid? After careful analysis, write up your
recommended team format and defend your reasons for the type of team Monica should establish.
(TCOs C and D) Managers and leaders must possess good communication skills in order to be successful
and achieve their goals. However, there are many barriers to effective communication. Please describe five
common barriers to effective communication that managers and leaders often need to overcome. Evaluate each
of the five barrier’s significance to the communication process. Then, identify an action that a manager or leader
could take to overcome each barrier.