Reference no: EM132631734

Chapter 2

1. Which do you think is more important to team performance, surface-level or deep-level diversity? Why?

2. How can diversity create a competitive advantage for a firm?

3. If a subordinate came to you and said that they felt the company' s new diversity hiring initiative was unfair and would compromise their welldeserved opportunities for advancement, how would you respond?

4. What can leaders do to be effective when team members are from different cultures and have different expectations about how the leader should behave?

5. Identify at least three ways in which the globalization of business affects businesses in your community.

6. What roles do changing technologies play in your daily activities?

7. Do you think that concerns regarding ethics will become more or less important in business? Why?

8. What are your personal opinions about international outsourcing in the garment industry? Do you think that lower prices are worth sending U.S.jobs to other countries? Explain your answer.

Griffin, Ricky W.. Organizational Behavior: Managing People and Organizations (p. 78). Cengage Learning. Kindle Edition.

Chapter 3

1. What is a psychological contract? Why is it important? What psychological contracts do you currently have?

2. What individual differences do you feel are most important to organiza- tions? Why?

3. If you were denied a job because of your score on a personality test, what would be your reaction?

4. If your supervisor exhibited bullying behaviors, what would you do?

5. Which of Gardner's multiple intelligences do you feel are most important for managers? Copyright 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook.

Griffin, Ricky W.. Organizational Behavior: Managing People and Organizations (p. 112). Cengage Learning. Kindle Edition.

Chapter 4

1. If your boss was not sure it would be worth the investment to change the company's hiring practices to include an evaluation of applicants' attitudes, what would you tell him or her?

2. Do you think that it would be easy to influence a subordinate's attitudes, values, or emotions? Why? Which would have the largest influence on the employee's behavior? Why?

3. What are the components of an individual's attitude? Relate each component to an attitude your currently have about something.

4. Do terminal or instrumental values have a larger influence on your behavior at work? Explain.

5. Think of a person you know who seems to have positive affectivity. Think of another who has more negative affectivity. How constant are they in their expressions of mood and attitude?

6. How does perception affect behavior? What stereotypes do you form about people? Are they good or bad?

7. Recall a situation in which you made attributions and describe them using the framework supplied in Figure 4.5.

8. Do you consider yourself a Type A or a Type B person? Why? Do you think a person who is a Type A can change to become more like a Type B? If so, how?

9. What are the major stressors for a student? What consequences are students most likely to suffer as a result of too much stress?

10. Do you agree that a certain degree of stress is necessary to induce high energy and motivation?

Griffin, Ricky W.. Organizational Behavior: Managing People and Organizations (p. 161). Cengage Learning. Kindle Edition.

Chapter 5

1. When has your level of performance been directly affected by your motivation? By your ability?By the environment?

2. Identify examples from your own experience that support, and others that refute, Maslow's hierarchy of needs theory.

3. Have you ever experienced inequity in a job or a class? How did it affect you?

4. Which is likely to be a more serious problem-perceptions of being underrewarded or perceptions of being overrewarded?

5. Do you think expectancy theory is too complex for direct use in organizational settings? Why or why not?

6. Do the relationships between performance and satisfaction suggested by Porter and Lawler seem valid? Cite examples that both support and refute the model.

7. Think of occasions on whic h you experienced each of the four types of reinforcement. 

8. Identify the five forms of reinforcement that you receive most often (i.e., wages, grades, etc.). On what schedule do you receive each of them?

Griffin, Ricky W.. Organizational Behavior: Managing People and Organizations (p. 201). Cengage Learning. Kindle Edition. 

Chapter 6

1. What are the primary similarities and differences between job enrichment and the approach proposed by job characteristics theory?

2. What are the motivational consequences of increased employee involve - ment from the frame of reference of expectancy and equity theories?

3. What motivational problems might result from an organization's attempt to set up work teams?

4. Which form of a flexible work schedule might you prefer? How do you think you would like telecommuting?

5. Develop a framework whereby an instructor could use goal setting in running a class such as this one.

6. Why are employees having their performance measured and evaluated all the time instead of simply being left alone to do their jobs?

7. In what ways is your performance as a student evaluated? How is the performance of your instructor measured? What are the limitations of this method?

8. Can performance on some jobs simply not be measured? Why or why not?

9. As a student in this class, what "rewards" do you receive in exchange for your time and effort?

Griffin, Ricky W.. Organizational Behavior: Managing People and Organizations (p. 244). Cengage Learning. Kindle Edition.