...Unit 5 ‘Complete” 1. In a narrative form, discuss the key facts and critical issues presented in the case. Specifically, highlight the critical issues facing the Bank of America's I & D team. The case study of Bank of America as presented in the Harvard Business Review, Bank of America (BoA) experienced many issues found in organizations as they interject change in efforts to continually evolve. BoA, in the early 2000’s, was a juggernaut in the global banking and financial industry. Being one of the world’s largest financial institutions, it had to continuously pursue ways to improve, innovate, and remain the leader in its class. As banking competition increased, the number of branches began to decrease. Recognizing this, BoA set out to create a team that would be charges with the task of keeping the bank evolving, account holders growing, and to find innovations that kept them the leader of in the industry. The Innovations & Development (I&D) team was created. The I&D team reviewed the banks history of growth and acquisitions, evaluated its competition, and developed ideas and innovated programs that would theoretically keep the bank moving forward. As these ideas evolved, they needed to be tested in the market prior to implementing the new programs company wide. The leadership of the bank decided to create a small number of test sites that would allow the I&D team to implement their improvement strategies while having a minor effect on the...
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...Power As Rhonda Clark received the phone that she would be the Chief executive officer (CEO) of the Smith foundation she was immediately excited. We can assume that being a CEO of a company would give a person power and control over the company to a certain extent. Rhonda Clark experienced some resistance from her staff when she became CEO. Below will be a discussion of “A model of Power in organizations” that relate to Rhonda’s situation. Legitimate power “Is an agreement among organizational members that people in certain roles can request certain behaviors of others” (McShane and Glinow, 2010, p.302). Rhonda by title has legitimate power over her staff members that are not mentioned in the article. The article focuses on her board members and the relationship amongst them. According to the article, it seems as though Rhonda has none or very little power over her board members. Similar to the presidency, in order for her to make decisions that effects her staff and stakeholders she is required to get board approval. And since she obtained the CEO position she has experienced a lot of friction from them. So in this situation she doesn’t have direct legitimate power over her board members. “Reward power is derived from the person’s ability to control the allocation of rewards valued by others and to remove negative sanctions” (McShane and Glinow, 2010, p.302). It is not clear in the article whether or not Rhonda has this type of power over her board members. As mentioned...
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...Fran Hayden Joins Dairy Engineering INTRODUCTION Fran Hayden is in the final year of her Bachelor of Management Studies (BMS) degree at the University of Waikato, who has been offered the position of Assistant Cost Accounts at Dairy Engineering (NZ) Ltd, Hamilton. The company manufactures equipment for the dairy industry. The head office of this company is organized into two sections, Cost Accounting and Management Information Services (MIS). To Fran’s disappointment she was not welcomed at the company. Even worse she discovered that there was no vacancy for her in Cost accounting instead she had been assigned to management information systems (MIS). Peter Bruton is her new boss and Mike, Tom and Adrian are her colleagues. Her first assignment was the compilation of the monthly Management Report known as “Big Brother”. Fran found that her part was almost entirely One day the Chief Accountant called Fran to his office to tell her about an upcoming management workshop in Auckland on Performance Measurement. Rob suggested Fran to attend the workshop. Unfortunately her boss was away on two weeks leave at the time but Rob said he would talk with Peter. Fran enjoyed the workshop. She even wrote a detailed report on the workshop for the Chief Accountant. On her return to Hamilton however she found all was far from well. Fran’s boss Peter was furious on Fran for going to the workshop without any prior intimation to him. He also attacked her verbally. The Chief Accountant on...
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...Application of various case studies to real-world organizational behavior. Introduction The case: “Rhonda Clark: Taking Charge at Smith Foundation” (McShane & Von Glinow, pg. 319) is a vignette about the hiring of Clark as the CEO of the Smith Foundation. The Board that hired her is somewhat dysfunctional. She faces many challenges in dealing with the board. Clark has to use her influence, abilities, networking and power to maneuver the board so that she can accomplish the goals she has set for the Smith Foundation. The following is an analysis of the effectiveness of her sources of power and the types of influence she used at the Smith Foundation. 1A. Power Let’s see how “A Model of Power in Organizations” applies to Clark’s situation. We will also identify and discuss both Clark’s sources of power and any contingencies of power. Goltz and Hietapelto say, “In the operant model of power, leadership is defined as being an individual’s skill in using the consequences under his/her direct or indirect control to influence behavior toward goals that will obtain rewards for the unit.” And I think being a good contingency manager is an important attribute of a good leader. Clark used a variety of differing powers to deal with the board, the types of powers she used consisted of legitimate, reward, coercive, expert and referent. Clark used female members of the board with “referent power”, she used this power to influence them by having them identify with her. She used expert...
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...Case Study week 3 GM 591 Leadership and Organizational Behavior March 18, 2012 When becoming a team there are several stages that the team must go through and must go through them in order. Forming is the first stage then storming, norming, performing, and then adojourning is the last stage. Christines group has already done the forming, storming stages. At this point I think they are in the norming and the performing stages. They are in the norming stage because this is where the members really start to come together as a unit. In this case they have never really completed this task to begin with. Mike seemed that he didn’t really take the team seriously from the beginning and was not really following what the team leader wanted for the team to make sure things were done. With that problem they really could not get past this stage. If Christine would have understood the stages more then she would have realized that she was going to have a problem when she was in the forming stage. In the forming stage the team members must ask themselves “What can this group offer me?” and “Can my needs be meet?” among other questions. They should be asking these questions when they were getting to know each other in this stage. If these needs were not going to be meet it should have been addressed here before moving forward with the stages. The primary problem that Christine has is that the project is due in a week and has not received Mike’s portion of his work. If they do not get...
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...organizations that, some institutions collapse due such leadership that take a different course. There are a number of strategies of achieving coordination of different divisions. For instance in a factory, the production processes are divided into various simpler operations. In these operations, there are workers who have been assigned to take care of them. The management then supervises the divisions in order to coordinate the whole system. In overseeing the operations, it can give instructions which are followed by both divisions. Such mode of operation is known as the industrial division of labor (Boyes & Melvin, 2012). More often than not, division of labor is only known to exist within one organization or company. That is not the case because it can exist between different companies, factories or organizations. It also exists between different workers for example between a doctor...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research...
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...Running head: Relating Leadership Styles to Organizational Behavior 1 By Keta Johnson A Paper Submitted to Dr. Wanda Corner In Partial Fulfillment of the Requirements for BTM7001: Advanced Scholarly WritingError occured in marking Attendance. Some error occurred. Please try again. Error occurred in getting Attendance data. Advanced Scholarly Writingjhkkk Northcentral University Doctor of Philosophy in Business Administration Specialization in Public Administration September 14, 2014 Running head: Relating Leadership Styles to Organizational 2 Relating Leadership Styles to Organizational Behavior Numerous studies have been conducted to demonstrate the various relationships between managers and subordinates. The purpose of this paper is to discuss a critical analysis of peer-reviewed articles in which researchers have addressed various leadership styles and how it affects employees. The literature review section will provide an analysis of the theoretical framework and case studies presented by authors. After analyzing the articles, the discussion and findings section will offer conclusions that can be drawn from the results; and also provide an interpretation of what the findings from the scholarly studies mean. The recommendations section will then identify what organizational leaders can do to address the gaps and/or the organizational leadership issues related to the literature review and discussion. Lastly, the conclusion section...
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...Term Paper On Disciplines that Contribute to Organizational Behavior Prepared by – Shambhavi Reg. no. 1220759 Class: Ist MBA – V Date : 9th July, 2012 Abstract: This study covers different disciplines that affect the discipline of organizational behavior. Disciplines like psychology, sociology, anthropology, etc are self acclaimed disciplines that contribute to the study of organizational behavior and they determine how an individual would behave in a scenario. It also includes mention of a case study to determine corporate psychological defenses, which explains how organizations try to avoid charges even if it’s their fault. This term paper discusses how different attributes of organizational behavior are affected by disciplines of different nature. Key words: Interdisciplinary, Organizational Behavior, Psychology, Sociology, Social Psychology, Anthropology, Management, Political Science, Medicine. 1 Introduction: 1. Meaning & Definitions: Organizational Behavior is a systematic study of the actions and attitudes that people exhibit within organizations, according to P G Aquinas (2006). This study is basically concerned with the psychosocial, interpersonal, and behavioral dynamics in organizations. The term ‘Organizational behavior’ is defined by Stephen P Robbins as “a field of study that investigates the impact of individuals, groups and structures on behavior within organizations for the purpose of applying such knowledge towards improving on Organization’s...
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...PGDM Academic Year 2013-2014 Term _I__ Course: Organizational Behavior Credit: 01 Instructor: Dr. Vandana Pareek E-mail: Vandana.pareek@accurate.in Course Outline Introduction: Understanding and managing people’s behavior in the work organizations are quite challenging for managers because of the complexities involved in this process. These complexities can be simplified by applying the information from the field of study in management, known as Organizational Behavior (OB). Course Objective: To understand the challenges lying before the managers in managing human behavior in organizations and how knowledge of organizational behavior helps managers to meet these challenges effectively. Text Book: Robbins S., Judge, T.A. & Vohra, N. (2012). Organizational Behavior, Perarson, New Delhi. Reference Books: 1. Luthans F, Organizational Behavior 2. Moorhead & Griffin, Managing People & Organizations 3. Prasad L M, Organizational Behavior 4. Pareek Udai , Understanding Organizational Behavior Evaluation System: Criterion | Load | Assignment | 10 | Class Participation | 10 | Mid-Term | 30 | End-Term | 40 | Presentation | 10 | Total | 100 | Session Plan: Session | Content | Reading Material | 1 | Introduction: What is OB, Concept, key elements, importance of OB. | | 2 | Challenges and Opportunities...
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...Running Head: ORGANIZATIONAL PSYCHOLOGY Organizational Psychology Paper June Forbes-Nixon PSY 428 21st March 2011 Facilitator - Maria Cuddy-Casey Defining Organizational Psychology Organizational psychology is a field that utilizes scientific methodology to better understand the behavior of individuals working in organizational settings. In principle, organizational psychology focuses on workplace, including its workers, and organizations that employ them. Organizational psychology gives hiring tests, study the best ways to train employees, investigate how to improve work conditions, and analyze how management and employees can get along better. Organizational psychology should be viewed as a science; it is based on scientific studies of behavior in both organization and laboratory settings. Organizational psychology is part of a broader field of study in its own right; however, it is actually part of the broader field of industrial/organizational psychology, (Jex & Britt, 2008). Industrial psychology is defined as the application of methods and principles of psychology to the workplace using scientific methods to study behavior in organizations. Industrial psychology deals with recruitment, selection, classification, compensation, performance appraisal and training of employees. Whereas, organizational psychology is concerned with socialization, motivation, occupational stress, leadership, group performance and organization development. Historically...
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...Course Handout Section A Course Name: Organizational Behavior Faculty Name: Smita Kulkarni Room No: 114 Wing No: D Consultation Hours: between 10.55- 12.10 on Fridays Email: smita@ibsindia.org Course Objective: Semester: I The management of complex organizations requires an understanding of the nature of human behavior in corporate and other organizations, styles of motivations, personality and perceptions, company leadership, power and authority, strategies of organizational design and change, teamwork, conflict and collaboration, and culture. Organizational Behavior explores individual and group behavior within work organizations and helps students understand, describe, and explain human behavior at work Learning Outcomes: After completing the course the student will be able to: Apply and analyze different concepts related to organizational behavior Define the purpose and nature of the field of organizational behavior Understand how to Manage individuals for high performance by developing your understanding of individual and interpersonal behavior Understand how to manage groups for high performance through an exposure to theories, concepts, and principles of OB Recommended Text Book: Organizational Behavior, Stephen P Robbins,Timothy Judge and Neharika Vohra 15e, Pearson. Suggested books: 1. Fred Luthans, “Organizational Behavior, 8e, TMH, India. 2. John W Newstrom, “Organizational Behavior – Human behavior at work”, 12e, TMH, India. Course outline...
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...Organizational Behavior Name: Institutional Affiliation: Organizations are groups of people who work closely together with an aim to attain some purpose i.e. they have a collective sense of purpose. Behavior, on the other hand, is the response of a person or people to an action, environment, an individual or a specific event. Organizational behavior is the study of how staff members of the organization think, respond, act and feel within the confines of the organization. Workplace practices influence prospective of human capital. Human capital entails workers skills; knowledge and other abilities that provide competitive advantage by helping uncover opportunities and reduce threats. The study of organization’s behavior is important as it quenches the need to comprehend, and predict behavior trends in a company, influence the behavior by getting things done they way you want and accommodate everyone in the organization and improve organization’s financial wellbeing. Also, organizational effectiveness is the crucial dependent variable in organization behavior. If improper approach is employed to formulate and achieve the stated goals, problems will arise with goals attainment. The problems may range from easy unhelpful goals to the company achieving wrong goals. The case study on Hickling Associates highlights numerous issues covered in the organizational behavior class. Some of the concerns discussed in the case study include work-life balance, employee motivation, employee...
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...i want to copy or paste my documents by which i can get my own case solve....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................1. Why is it important to focus on motivating employees who survive a layoff? Most companies focus on layoff processes, but they should take more in consideration the layoff survivors who in fact experience more anxiety and tension. After the layoff, the survivors are the ones who “suffer” more. Their workload becomes heavy and as a result their stress levels are increased. It is important to focus on motivating the employees who survive a layoff because after that, they feel a lack of security on their job, due to the fact they don’t know when it will be their turn. Motivating surviving people reduces the negative feeling they experience during this layoff event, and the negative consequences. This is what company should do, if it wants to develop the organization during...
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