Reference no: EM133182012

Question 1: This question has two parts; be sure to answer them in separate paragraphs. 

Your friend Sheila was just hired as a team leader for a low cohesive team. As a world-renowned Org. Consultant, help Sheila in listing and explaining what factors will determine the cohesion of her team. 

Second, as a team leader Sheila may be aware of the 3 major Hackman classes of tasks. Help Sheila in listing those classes, and in a separate paragraph, specifically identify and explain the top two cohesion factors (as determined in above question) that will impact those tasks. 

Question 2: 

Question has two parts; ensure to answer both parts in separate paragraphs: 

First, briefly describe the similarity-attraction phenomenon. 

Second, it has been argued that 'similarity-attraction' is a 'natural' and efficient way in increasing social cohesion and the company's overall bottom line. Specifically explain if you agree or disagree and why. 

Question 3: Born & raised in Chicago, Mohamed just learned about Hofstede's cultural framework in his company's leadership developmental program. In his team, there are mix of Americans, Turks, Mexicans, Japanese, Chinese & Pakistanis. Question has two parts; ensure to answer both parts in separate paragraphs: 

First, briefly describe the four of Hofstede's cultural dimensions. 

Second, provide specific examples of how the four cultural dimensions must be understood and applied in the culturally diverse team managed by Mohamed. 

Question 4: This question has two parts; be sure to answer both of them in separate paragraphs. 

After two years with your firm, you've been offered a promotion, a managerial position with a slight increase in salary. The new managerial position will require longer hours and some travel, and you feel the compensation offered is just not enough. You really want to move forward and have set a meeting the VP HR: 

First, briefly describe and list 7 steps you can use to effectively negotiate a higher salary before accepting this position. 

Second, in a separate paragraph, what would you do if you sense the VP's suggestion of unrealistic salary expectations and your fear of possible impacts on your current job if you do not accept the new position?