Reference no: EM132064369
Q1.Case Study
As part of its efforts to encourage older workers to stay in the workplace, DSW21, a public transportation agency, offers retraining or alternate positions to employees who are no longer able to perform their original jobs. All employees benefit from a wide range of physical and mental health promotion benefits, including health check-ups, inhouse psychological and addiction counseling, anti-bullying workshops, and stress management training. Further, the company's PRO AGE, or ‘Program for Age-Friendly Workplace, Health and Development’, promotes regular age structure analysis and raises awareness of demographic change in the workforce.
Additional policies and practices
Lifelong learning and training: DSW21 offers educational programs to employees of all ages. An annual, mandatory all-staff event helps to identify new and existing opportunities for promotion, sabbaticals, education and professional development. Employees are able to voice opinions on existing opportunities and offer input for future ones.
The company also offers retraining or alternate careers for employees with physical disabilities or who may no longer be able to perform their current job requirements. A number of employees are also trained as facilitators and are responsible for assisting fellow employees through management changes.
Flexible work arrangements: DSW21 maintains flexible working hours for administration and several other departments. Working time accounts are also available to allow for maximum individual control over working hours. Drivers are offered a flexible service plan allowing them to select their own shifts. This program benefits all employees, including older workers who may not wish to take on night shifts. As a result, satisfaction levels are over 80 per cent. Mixed work options are also available to employees age 45 and older. Workers can choose a combination of driving and customer service activities. For commercial activities there are teleworking opportunities available. Employees can work from home or pursue other flexible work arrangements to accommodate their needs.
Analyze the above case study:
i. Identify the key OB theories that are addressed.
ii. Discuss their application within the case study.
iii. Reinforce your analysis with examples from your own experience.
Q2. Multiple Choice Questions
2.1 Which of the following types of interpersonal power is not likely to change after a lateral job transfer (or transfer to the same job at another location) in the same company?
A. Legitimate.
B. Expert.
C. Coercive
D. Reward.
E. Referent
2.2 Which of the following is least likely to minimize the problems associated with organizational politics?
A. Encouraging participative management.
B. Communicating the rationale behind decisions.
C. Clarifying goals and performance objectives.
D. Maintaining open communication channels to higher levels of management.
E. Disregarding the informal organization.
2.3 Being a management trainee, you are assigned to a senior manager who becomes your mentor. The relationship you have with your mentor is based on ____ power.
A. reward
B. coercive
C. referent
D. expert
E. legitimate
2.4 Which of the choices below represents the structure of a firm?
A. The firm’s goals.
B. The firm’s division of labor and coordination of work activities.
C. Only how the firm delegates authority to various managerial positions.
D. The firm’s pattern of formal communication channels.
E. The firm’s listing of job titles.
2.5 Which of the following choices is linked to a tall chain of command?
A. Centralization.
B. Matrix designs.
C. Loose, organic decision-making structures.
D. Informal communication channels.
E. Professional bureaucracy.
2.6 Which of the following choices shows how decentralization can strengthen the firm?
A. Reduce the chance of jurisdictional and priority disputes among departments.
B. Smooth coordination problems in joint functions such as purchasing and supplier relationships.
C. Allow concurrent and multiple tasks to be coordinated across functional departments.
D. Prevent innovation from being restricted to specific projects.
E. None of the above.
2.7 A strong culture reflects:
A. employee beliefs that are intense and positive about the firm.
B. a restriction on employee creativity and innovation.
C. widespread bureaucratic rules and regulations.
D. the value of intense competition among employees.
E. the importance of personal traits commonly associated with leadership success