Human Resource Development Program
You have a choice of selecting 10 of the 12 questions and responding to them accordingly. In Part II –complete the case incident and
ethical dilemma. I am looking for your understanding of the concepts of organizational behavior as you critically reflect upon and detail
your specific responses.
1. Organizations, managers, and teams face many issues, and these change continuously. As such, team-building efforts with different emphases or purposes
have emerged over the last several decades. Team building efforts can be classified into four general types: interpersonal, role definition, goal setting,
and problem solving (the most often used intervention). Discuss any two of these team building efforts and what the intervention focuses on or involves.
2. Several exercises completed in class seemed to show that groups performed better than the best individual member of the group. Discuss why this
finding might be true, and what influences the ability of groups to perform better than individuals. Finally, the question managers should be asking
themselves does not involve whether individuals or groups make better decisions. What is the real question they should be asking?
3. Our ability to accurately predict work behavior is an important dimension of managerial performance. Using both the formal and the human
organization, explain why this statement is correct. Then, explain how to improve your ability to make sound predictions of work behavior.
4. Discuss the progress of women in management. What advantages and disadvantages do women experience? What are the barriers to advancement? What
can women do to be more successful?
5. Describe and discuss how managers can overcome communication barriers using the communication skills of: paraphrasing, and coaching and goal
6. What are questions an organization should ask to determine its needs from a career development system? What are questions an individual should ask to
determine their needs from the organization's career development system? What issue links the organization's needs to the individual's needs?
7. Describe approaches to dealing with stress on the individual, managerial and organizational level.
8. Why do small wins create commitment? From a management perspective, explain the advantages of small wins and give one example of a small win that
would create commitment for change within an organization.
9. Explain the two critical aspects related to effective team leadership. How might a leader develop these skills?
10. How would you define power? How is it different from leadership? What is political behavior and how would you distinguish between legitimate and
illegitimate political behavior? How do the individual differences of personality and gender influence negotiations?
11. How can diversity be managed in organizations? What factors create and sustain an organization’s culture? What does research tell us about global
differences in organizational change and work stress? Why is participation such an effective technique for lessening resistance to change?
12. Explain the attributes associated with the development of groupthink. Next, provide suggestions to address or minimize the development of groupthink.
Explain how effective managers can foster positive energy in people. Define from your own experience something a manager did to create positive energy
within you. Using the framework for the collaborative approach to problem solving, identify when a mediator should be used. Explain the guidelines a
mediator should use in mediating a problem.
On Wednesday, January 26, 2005, 54-year-old Myles Meyers walked into DaimlerChrysler’s Toledo, Ohio, Assembly plant holding a double-barreled shotgun
under his coat. Myers, a Jeep repairman, approached Yiesha Martin, a 27-year-old stock supervisor and stated his intentions. He was there to murder three
supervisors: Mike Toney, 45, Roy Thacker, 50, and Carrie Woggerman, 24. Afterwards, he said, he would turn the gun on himself. “I was shaking and I started
to cry,” said Martin. Meyers told her not to cry and to page Toney. Although he was usually eating lunch at his desk around this time, Toney was busy dealing
with a problem on the production line. On Martin’s second attempt, Toney responded.
Thacker, however, was the first of Meyer’s intended victims to approach the former employee. When Thacker asked Meyers why he was at the office,
“[Meyers] turned from the partition and just shot him,” Martin recalled. “I just saw the shells go. He reloaded in front of me.” Martin ran, grabbing a radio in
the process. As she ran away, calling into her radio for help, she heard another gunshot. Mike Toney had just arrived and was now the second victim. Carrie
Woggerman was able to flee after the first shot, but Paul Medlen, 41, while attempting to come to the aid of Toney, was shot in the chest by Meyers just before
Meyers turned the gun on himself, taking his own life. Of the three employees shot by Meyers, two survived. Unfortunately, Thacker died from his wounds.
Regrettably, the shooting at the Toledo Assembly plant was not an isolated incident. Just two years earlier, Doug Williams, an employee at Lockheed
Martin, left in the middle of an ethics meeting, went to his car, and came back with several guns. He then shot six coworkers to death and wounded eight
others before committing suicide. According to the Bureau of Labor Statistics, 18,104 assaults and 609 homicides occurred at workplaces throughout the United
States in 2002. Such violence prompted the Centers for Disease Control to label workplace violence a “national epidemic.”
In addition to the obvious devastation workplace violence causes victims and their families, businesses often experience serious repercussions,
including legal action. Lockheed Martin is still embroiled in a legal battle over whether the company should assume part of the responsibility for the shooting
that took place at its plant. And Paul Medlen has just filed suit against DaimlerChrysler and the plant’s security firm, Wackenhut Corp., alleging that both failed
to provide adequate security. Given the tremendous damage that companies and employees face following violent episodes, why aren’t businesses doing more
to curtail workplace violence? According to a recent study by the American Society of Safety Engineers, only 1 percent of U.S. businesses have a formal
Advice on how to reduce workplace violence abounds. According to former FBI agent Doug Kane, people who behave violently often announce or
hint at their intentions before the violence occurs. Managers, then, need to be aware of at-risk employees who may commit violent acts and should encourage
employees to report any threatening or suspicious behavior. Some employees of the DaimlerChrysler plant are even suggesting that metal detectors be installed
to prevent future violence. Whatever measures are taken, it is clear that workplace violence is an issue that needs to be addressed for employees to feel safe at
How liable should companies be for violent acts that are committed during work by their own employees?
Can companies completely prevent workplace violence? If not, what steps can they take to reduce it?
Why do you think only one percent of companies have a formal antiviolence policy
Some companies are considering the installation of metal detectors to prevent workplace violence. Do you think these
measures infringe too much on individual privacy? In other words, can a company take prevention too far?
What factors might lead to violent acts in the workplace? Are these acts committed by only a few “sick” individuals, or are
many individuals capable of committing acts given certain circumstances
DO ENDS JUSTIFY MEANS?
The power that comes from being a leader can be used for evil as well as for good. When you assume the benefits of leadership, you also assume ethical
burdens. But many highly successful leaders have relied on questionable tactics to achieve their ends. These include manipulation, verbal attacks, physical
intimidation, lying, fear, and control. Consider a few examples:
Bill Clinton successfully led the United States through 8 years of economic expansion. Those close to him were committed and loyal followers. Yet he
lied under oath (causing him to lose his law license) and “managed” the truth.
Jack Welch, former head of General Electric, provided the leadership that made GE the most valuable company in America. He also ruthlessly
preached firing the lowest-performing 10 percent of the company’s employees every year.
Cisco Systems CEO John Chambers laid off nearly 20 percent of his workforce and commented that the tough times were “likely to be just a speed
bump.” Tell that to the 17,000 workers he laid off. And yet, Cisco has returned to profitability.
Few U.S. presidents understood foreign relations or made as much progress in building international cooperation than did Richard Nixon. But his
accomplishments are largely overshadowed by the meanness, dirty tricks, and duplicity he exhibited during his tenure in the White House.
Should leaders be judged solely on their end achievements? Or do the means they choose also reflect on their leadership qualities? Are employees,
shareholders, and society too quick to excuse leaders who use questionable means if they are successful in achieving their goals? Is it impossible for leaders to
be ethical and successful?
What is more important in judging a leader-his or her actions or the outcomes? Which should be more important?
How much of leadership success is due to luck or other factors beyond a leader’s control?
Are employees, shareholders, and society too quick to excuse leaders who use questionable means if they are successful in
achieving their goals?
Is it impossible for leaders to be ethical and successful?
Due electronically before Thursday, March 15, 2018
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