ICMIND – Organizational Behavior Do you believe people are really getting smarter? Why or why not? Q2. Which of the factors explaining the Flynn Effect do you buy? Q3. Are there any soc

Do you believe people are really getting smarter

Organizational Behavior



Q1. Do you believe people are really getting smarter? Why or why not?

Q2. Which of the factors explaining the Flynn Effect do you buy?

Q3. Are there any societal advantages of disadvantages to the Flynn Effect?

Q4. What performance problems is the captain trying to correct?

Q5. Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior.

Q6. Has the captain considered all possible solutions to the problem? If not, what else might be done?

Q7. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented?

Q8. What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky?

Q9. Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help?

Q10. What type of team was formed here? Was it necessary, in your opinion?

Q11. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes.

Q12. Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness.

Q13. What barriers to effective communication existed in Aluminum Elements Corp? How did the author deal with these? What would you do differently?

Q14. Identify and discuss why John was upset at the end of the case. What should the writer do at this time?

Q15. Identify the different conflict episodes that exist in this case. Who was in conflict with whom?

Q16. What are the sources of conflict for these conflict incidents?

Q17. What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation?

Q18. Name two motivating factors at RBS.

Q19. Describe the differences between the theories of Taylor and Maslow.

Q20. How does RBS’ Total Reward package fulfill Maslow’s higher levels of motivation?

Q21. How does Total Reward contribute to RBS’ overall strategy?

Q22. Explain what is meant by a premium brand.

Q23. Describe the difference between an aim and an objective

Q24. Outline the purpose of Kellogg’s work with the ASA.

Q25. Using examples to support your dialogue, evaluate how Kellogg communicates and discuss how this enables it to position its brand.

Q26. What is Kaizen? I low is this different from a one-step leap forward?

Q27. How is Kaizen expected to help Leyland Trucks to increase its market share?

Q28. How does Leland Trucks measure Its continuous improvement? Can you suggest K KPls for another type of business organisation e.g. a retailer or a leisure centre’?

Q29. Why is continuous improvement most likely to be achieved in a company with a culture of trust’?Start your answer by explaining what is meant by a culture of trust.

Q30. What do you understand by the term, ‘thinking outside the box’? Give an example of how this can be applied to engineers working for RWE npower.

Q31. How does encouraging thinking outside the box help RWE npower to make improvements in the way in which it operates?

Q32. Explain how encouraging engineers at RWE npower to think outside the box has led to increased motivation for these employees.

Q33. Recommend wavy in which another organisation of your choice might improve its employees to think in creative ways about work. results through encouraging its employees to think in creative ways about work-related problems.

Q34. How does Siemens seek to provide good career opportunities for employees?

Q35. Describe one of the systems that Siemens has created which provides development opportunities for employees at work

Q36. How important is the appraisal system in helping to create shared understandings the objectives of the organization and personal objectives of individual employees?

Q37. How effective do you think the Siemens approach to people management will be 2 in creating great results

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