MG 630 - 151
May 8th, 2015
Chapter 1 – What is Organizational Behavior?
Questions for Review
1.1 What is the importance of interpersonal skills?
Managers who have good interpersonal skills help organizations attract and keep good and happy employees. These skills make up a key component in all management functions.
1.2 What do managers do in terms of functions, roles and skills?
Managers’ functions include; organizing, leading and controlling to be able to get things done through other people. Managers’ roles include; interpersonal (figurehead, leader, liaison), information (monitor, disseminator, spokesperson), decisional (entrepreneur, disturbance handler, resource allocator, negotiator). Managers’ skills include; technical, human and conceptual skills. A good manager must have a mix of all of these.
1.3 What is organizational behavior (OB)?
Organizational behavior is the study of what people do in an organization and how their behavior affects the organization’s performance.
1.4 Why is it important to complement intuition with systematic study?
Systematic studies look at relationships attempting to attribute causes and effects and draw conclusions based on scientific evidence. Using these method intuitions are able to accurately predict and Evidence-Based Management. Which is the best available way to make managerial decisions instead of using gut feeling.
1.5 What are the major behavioral science disciplines that contribute to OB?
The major behavioral science disciplines that contribute to OB are Psychology, Social Psychology, Sociology and Anthropology.
1.6 Why are there few absolutes in OB?
Because we are not all alike/same, our ability to make simple and accurate generalizations is very limited.
1.7 What are the challenges and opportunities for managers in using OB concepts?
Responding to economic pressures, responding to globalization, managing workforce diversity, improving customer service, improving people skills, working in networked organizations, enhancing employee well-being at work, creating a positive work environment, improving ethical behavior,
1.8 What are the three levels of analysis in this book’s OB model?
Inputs, Processes and Outcomes
Ethical Dilemma – Jekyll and Hyde
1.18 What starting salary will you give Gabriel? What salary represents the minimum offer you would accept? If these two numbers are different, why? Does giving Gabriel a different number than yours ‘internal’ number violate Jekyll Corporation’s transparent culture? Why or why not? The starting salary I would give Gabriel would be $65,000. The minimum salary offer I would accept would be $60,000. These two numbers are different because I would give Gabriel a higher number than my minimum so there can be some negotiation. I don’t think giving Gabriel a different number than my ‘internal’ number violates Jekyll Corporation’s transparent culture because they didn’t mention a starting salary when giving me a job offer.
1.19 Assume you’ve received another offer, this one from Hyde Associates. Like the Jekyll job, this position is on your chosen career path and in the consumer products industry. Assume, however, that you’ve read in the news that “Hyde Associates has been criticized for unsustainable manufacturing practices that may be harmful to the environment. It has further been criticized for unfair trade practices and for employing underage children. Would that change whether you’d be willing to take the job? Why or why not? Yes, what I read in the news would affect and change my decision on taking the job. Those types of criticism are harmful to a company’s reputation and could result in the company’s downfall later on and may jeopardize my career in the long run.
1.20 These scenarios are based on studies of corporate social responsibility (CSR) practices that show consumers generally charge a kind of rent to companies that do not practice CSR. In other words, they general expect a substantial