New Assignment

Anonymous
timer Asked: Mar 12th, 2018
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Question Description

Hello,

I have new assignment which are questions and case study. The answers should be related of the book.

The book is free online , please check out the link:

https://drive.google.com/file/d/1oB-gTzUahwM4HBA4i...

or get it from attached.

Please find attached which has the questions & the case study


NOTE:

Please use very simple words.

Try to use those words when you answer the questions (Machiavellianism,Dogmatism,Pygmalion,Galatea) becasue Dr. said will give us points if we use it .

APA style.

Thank you in advance.

Unformatted Attachment Preview

Human Resource Development Program Organizational Behavior 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 setting. 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. PART II Case Incident WORKPLACE VIOLENCE 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 antiviolence policy. 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 work. Questions 1. How liable should companies be for violent acts that are committed during work by their own employees? 2. Can companies completely prevent workplace violence? If not, what steps can they take to reduce it? 3. Why do you think only one percent of companies have a formal antiviolence policy 4. 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? 5. 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 Ethical Dilemma 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? Questions 1. What is more important in judging a leader-his or her actions or the outcomes? Which should be more important? 2. How much of leadership success is due to luck or other factors beyond a leader’s control? 3. Are employees, shareholders, and society too quick to excuse leaders who use questionable means if they are successful in achieving their goals? 4. Is it impossible for leaders to be ethical and successful? Due electronically before Thursday, March 15, 2018 ...
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Tutor Answer

lopesamills
School: Boston College

hello, find the attached final document.... sorry for the delay

Running Head: SPRING TAKE HOME ASSIGNMENT

Spring Take Home Assignment
Name
Institutional Affiliation

1

SPRING TAKE HOME ASSIGNMENT

2

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.
Team building is designed to define different roles and social relations within a team. Goal
setting is one of the efforts involved in team building, and it includes creating Pygmalion effects
for the members to realize the goals of the organization. Setting goal thus identifies the path
which the team will take; it is the basis of why the group was formed. The managers can also
create team building so that it can solve problem by getting support and ideas from the group
members. The contribution of different team members can be vital in achieving group goals as it
avoids Machiavellianism in the workplace. People have to work together so that they can attain a
common goal.
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?
Groups create the room for demonstrability of the task involved to increase unlike the
individual member of the group. The other reason why groups perform better than individuals is
the ability to brainstorm. They are in a position to share ideas thus generating different possible

SPRING TAKE HOME ASSIGNMENT

3

solutions. Groups also eradicate Machiavellian characters as all members have to work together
for a common cause. Managers should be asking themselves the best decision-making process
they should adapt based on the available problem. The decision-making approach should be in a
position to solve the presented problem with ease may it be through the group or individuals.
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.
Predicting work performance is a vital factor in improving the performance of an
organization in different perspectives. For the employees’, prediction of work performance it
ensures that they improve their interpersonal and organizational skills. It also helps the
organization to adapt to changes in today’s business environment. The management is also in a
position to understand employee’s disciplines like psychology, social psychology, sociology, and
anthropology. The knowledge gained is used to improve the performance of the organization.
Understanding different characterizes of employees can help in improving my ability to make
sound predictions of work behavior. The first characteristic I should unde...

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Anonymous
awesome work thanks

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