Hello I need help to write three pages abut case study

Anonymous
timer Asked: Apr 11th, 2019
account_balance_wallet $15

Question Description

prepare reports, identifying the problem presented in the case and offering a solution. you must utilize text material and management concepts, in addition, do not answer each question separately it should be in essay form introduction, body paragraph and conclusion "attached" . the case report should be no more than three pages in length.

pleas find attached the case and the chapters

Unformatted Attachment Preview

Management Fourteenth Edition Chapter 15 Understanding and Managing Individual Behavior Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Learning Objectives 15.1 Identify the focus and goals of individual behavior within organizations. 15.2 Explain the role that attitudes play in job performance. 15.3 Describe different personality theories. Know how to be more self-aware. 15.4 Describe perception and factors that influence it. 15.5 Discuss learning theories and their relevance in shaping behavior. Develop your skill at shaping behavior. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus and Goals of Organizational Behavior • Behavior: the actions of people • Organizational behavior: the study of the actions of people at work Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 15-1 Organization as Iceberg Exhibit 15-1 shows that like an iceberg, OB has a small visible dimension and a much larger hidden portion. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus of Organizational Behavior • Individual behavior • Group behavior • Organizational aspects Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Goals of Organizational Behavior (1 of 2) • Employee productivity: a performance measure of both efficiency and effectiveness • Absenteeism: the failure to show up for work • Turnover: the voluntary and involuntary permanent withdrawal from an organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Goals of Organizational Behavior (2 of 2) • Organizational citizenship behavior (OCB): discretionary behavior that is not part of an employee’s formal job requirements, but which promotes the effective functioning of the organization • Job satisfaction: an employee’s general attitude toward his or her job • Counterproductive workplace behavior: any intentional employee behavior that is potentially damaging to the organization or to individuals within the organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Attitudes and Job Performance • Attitudes: evaluative statements, either favorable or unfavorable, concerning objects, people, or events Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Attitude Components • Cognitive component: that part of an attitude that’s made up of the beliefs, opinions, knowledge, or information held by a person • Affective component: that part of an attitude that’s the emotional or feeling part • Behavioral component: that part of an attitude that refers to an intention to behave in a certain way toward someone or something Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Job Satisfaction • High level of satisfaction = positive attitude Dissatisfaction = negative attitude • Linked to: – Productivity – Absenteeism – Turnover – Customer satisfaction – OCB – Counterproductive behavior Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Job Involvement and Organizational Commitment (1 of 2) • Job involvement: the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance to be important to self-worth • Organizational commitment: the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in that organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Job Involvement and Organizational Commitment (2 of 2) • Perceived organizational support: employees’ general belief that their organization values their contribution and cares about their well-being Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Employee Engagement • Employee engagement: when employees are connected to, satisfied with, and enthusiastic about their jobs Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Attitudes and Consistency • People generally seek consistency among their attitudes and between their attitudes and behavior; they try to reconcile differing attitudes and align their attitudes and behavior so they appear rational and consistent. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Cognitive Dissonance Theory • Cognitive dissonance: any incompatibility or inconsistency between attitudes or between behavior and attitudes Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Attitude Surveys • Attitude surveys: surveys that elicit responses from employees through questions about how they feel about their jobs, work groups, supervisors, or the organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 15-2 Sample Employee Attitude Survey Sample Statements from an Employee Attitude Survey I have ample opportunities to use my skills/abilities in my job. My manager has a good relationship with my work group. My organization provides me professional development opportunities. I am told if I’m doing good work or not. I feel safe in my work environment. My organization is a great place to work. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Implications for Managers • Managers should be interested in their employees’ attitudes because they influence behavior. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Personality • Personality: the unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved MBTI® • The MBTI® is a popular personality-assessment instrument. • It classifies individuals as exhibiting a preference in four categories: – Extraversion or introversion (E or I) – Sensing or intuition (S or N) – Thinking or feeling (T or F) – Judging or perceiving (J or P) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 15-3 Examples of MBTI® Personality Types Type Description I–S–F–P (introversion, sensing, feeling, perceiving) Sensitive, kind, modest, shy, and quietly friendly. Such people strongly dislike disagreements and will avoid them. They are loyal followers and quite often are relaxed about getting things done. E–N–T–J (extraversion, intuition, thinking, judging) Warm, friendly, candid, and decisive; also skilled in anything that requires reasoning and intelligent talk, but may sometimes overestimate what they are capable of doing. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved The Big Five Model • Big Five Model: personality trait model that includes extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Additional Personality Insights (1 of 2) • Locus of control: a personality attribute that measures the degree to which people believe they control their own fate • Machiavellianism: a measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Additional Personality Insights (2 of 2) • Self-esteem: an individual’s degree of like or dislike for himself or herself • Self-monitoring: a personality trait that measures the ability to adjust behavior to external situational factors Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Other Personality Traits • Proactive personality: a personality trait that describes individuals who are more prone to take actions to influence their environments • Resilience: an individual’s ability to overcome challenges and turn them into opportunities Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Personality Types in Different Cultures • No personality type is common for a given country, yet a country’s culture influences the dominant personality characteristics of its people. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Emotions and Emotional Intelligence • Emotions: intense feelings that are directed at someone or something • Emotional intelligence: the ability to notice and to manage emotional cues and information Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Five Dimensions of Emotional Intelligence • Self-awareness • Self-management • Self-motivation • Empathy • Social skills Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Implications for Managers: Personality • Managers are likely to have higher-performing and more satisfied employees if consideration is given to matching personalities with jobs. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 15-4 Holland’s Personality-Job Fit Exhibit 15-4 describes the six types, their personality characteristics, and examples of suitable occupations for each. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Perception • Perception: process by which we give meaning to our environment by organizing and interpreting sensory impressions Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Factors that Influence Perception • A number of factors act to shape and sometimes distort perception including: – Perceiver – Target – Situation Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 15-5 What Do You See? In Exhibit 15-5, notice how what you see changes as you look differently at each one. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Attribution Theory (1 of 2) • Attribution theory: a theory used to explain how we judge people differently depending on what meaning we attribute to a given behavior • Attribution depends on three factors: – Distinctiveness – Consensus – Consistency Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 15-6 Attribution Theory Exhibit 15-6 summarizes the key elements of attribution theory. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Attribution Theory (2 of 2) • Fundamental attribution error: the tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors • Self-serving bias: the tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Shortcuts Used in Judging Others • Assumed similarity: the assumption that others are like oneself • Stereotyping: judging a person based on a perception of a group to which that person belongs • Halo effect: a general impression of an individual based on a single characteristic Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Implications for Managers: Perception • Managers need to recognize that their employees react to perceptions, not to reality. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Learning • Managers need to recognize that their employees react to perceptions, not to reality. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Operant Conditioning • Operant conditioning: a theory of learning that says behavior is a function of its consequences Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Social Learning • Social learning theory: a theory of learning that says people can learn through observation and direct experience Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Shaping: A Managerial Tool • Shaping behavior: the process of guiding learning in graduated steps using reinforcement or lack of reinforcement Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Implications for Managers: Learning • Employees are going to learn on the job: are managers going to manage their learning through the rewards they allocate and the examples they set, or allow it to occur haphazardly? Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 15.1 • Identify the focus and goals of individual behavior within organizations. – Organization behavior (OB) focuses on three areas: individual behavior, group behavior, and organizational aspects. – Behaviors include productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 15.2 • Explain the role that attitudes play in job performance. – Cognitive component, affective component, behavioral component – Job satisfaction, job involvement, organizational commitment, employee engagement Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 15.3 • Describe different personality theories. – MBTI® – Big Five Model – Personality traits Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 15.4 • Describe perception and factors that influence it. – – – – Perception Fundamental attribution error Self-serving bias Shortcuts: ▪ Assumed similarity ▪ Stereotyping ▪ Halo effect Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 15.5 • Discuss learning theories and their relevance in shaping behavior. – Operant conditioning – Social learning theory – Shaping behavior Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Management Fourteenth Edition Chapter 14 Managing Communication Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Learning Objectives 14.1 Define the nature and function of communication. 14.2 Describe methods and challenges of interpersonal communication. Develop your skill at listening effectively. Know how to overcome barriers to communication. 14.3 Explain how communication can flow most effectively in organizations. 14.4 Describe how the Internet and social media affect managerial communication and organizations. 14.5 Summarize communication issues in today’s organizations. 14.6 Discuss how to become a better communicator. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved What is Communication? • Communication: the transfer and understanding of meaning • Interpersonal communication: communication between two or more people • Organizational communication: all the patterns, networks, and systems of communication within an organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Functions of Communication • Control • Motivation • Emotional expression • Information Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Methods and Challenges of Interpersonal Communication • Message: a purpose to be conveyed – Encoding: converting a message into symbols – Channel: the medium a message travels along – Decoding: retranslating a sender’s message Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Methods • Communication process: the seven elements involved in transferring meaning from one person to another – Noise: any disturbances that interfere with the transmission, receipt, or feedback of a message Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 14-1 The Interpersonal Communication Process Exhibit 14-1 illustrates the elements of the communication process. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Which Communication Method Should Be Used? Criteria Question Feedback How quickly can the receiver respond to the message? Complexity capacity Can the method effectively process complex messages? Breadth potential How many different messages can be transmitted using this method? Confidentiality Can communicators be reasonably sure their messages are received only by those intended? Encoding ease Can sender easily and quickly use this channel? Decoding ease Can receiver easily and quickly decode messages? Time-space constraint Do senders and receivers need to communicate at the same time and in the same space? Cost How much does it cost to use this method? Interpersonal warmth How well does this method convey interpersonal warmth? Formality Does this method have the needed amount of formality? Scanability Does this method allow the message to be easily browsed or scanned for relevant information? Time of consumption Does the sender or receiver exercise the most control over when the message is dealt with? Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Nonverbal Communication • Nonverbal communication: communication transmitted without words – Body language: gestures, facial configurations, and other body movements that convey meaning – Verbal intonation: an emphasis given to words or phrases that conveys meaning Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 14-2 Comparison of Communication Methods (1 of 3) Exhibit 14-2 provides a comparison of various communication methods. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 14-2 Comparison of Communication Methods (2 of 3) Exhibit 14-2 provides a comparison of various communication methods. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 14-2 Comparison of Communication Methods (3 of 3) Exhibit 14-2 provides a comparison of various communication methods. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Barriers • Information overload: when information exceeds our processing capacity • Filtering: the deliberate manipulation of information to make it appear more favorable to the receiver • Jargon: specialized terminology or technical language that members of a group use to communicate among themselves Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Overcoming the Barriers • Use feedback • Simplify language • Listen actively – Active listening: listening for full meaning without making premature judgments or interpretations • Constrain emotions • Watch nonverbal cues Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 14-3 Active Listening Behavior Specific behaviors that active listeners demonstrate are listed in Exhibit 14-3. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Formal Versus Informal • Formal communication: communication that takes place within prescribed organizational work arrangements • Informal communication: communication that is not defined by the organization’s structural hierarchy Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Direction of Flow (1 of 2) • Downward: communication that flows downward from a manager to employees – Town hall meeting: informal public meetings where information can be relayed, issues can be discussed, or employees can be brought together to celebrate accomplishments Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Direction of Flow (2 of 2) • Upward co ...
Purchase answer to see full attachment

Tutor Answer

henryprofessor
School: University of Virginia

Attached.

Case Study - Outline
I.

Sharing economy and how it works in transport
a. Transport apps
Uber’s manner of response to competitors

II.

a. Cunning and unethical
Events that shaped Uber’s culture

III.

a. Abuse of office, inappropriate language, sexual harassment, invasion of privacy
IV.

Behavioral science and evasion of government scrutiny
a. computer games and Greyball

V.

Changes that should be made in Uber and its future
a. Organizational structure and policies

VI.

Managerial concepts
a. Planning, organizing direction, controlling, communication, and competition


Running head: CASE STUDY: UBER

1

Case Study: Uber
Name
Institution

CASE STUDY: UBER

2
Case Study: Uber

The concept that not everyone is born to be a leader is very true because some individuals
have to go to school to acquire the skills whereas some people find themselves with the ability
and talent but what defines who is and who is not a good leader depends on their leadership
style. This is because one requirement or qualification that every leader should have is morality
amongst all of the rest of the characteristics such a good listener, patient, knowledgeable,
mindful, and others. If a leader has a bad reputation the goodwill of the organization drops
immediately and that is why it is essential to ensure that the name of the leader or manager is not
tainted. The essay will be describing the sharing economy, leadership skills, organizational
culture, data ...

flag Report DMCA
Review

Anonymous
Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

Similar Questions
Related Tags

Brown University





1271 Tutors

California Institute of Technology




2131 Tutors

Carnegie Mellon University




982 Tutors

Columbia University





1256 Tutors

Dartmouth University





2113 Tutors

Emory University





2279 Tutors

Harvard University





599 Tutors

Massachusetts Institute of Technology



2319 Tutors

New York University





1645 Tutors

Notre Dam University





1911 Tutors

Oklahoma University





2122 Tutors

Pennsylvania State University





932 Tutors

Princeton University





1211 Tutors

Stanford University





983 Tutors

University of California





1282 Tutors

Oxford University





123 Tutors

Yale University





2325 Tutors