MBA 530 ENTIRE COURSE ORGANIZATIONAL BEHAVIOR-SAINT
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MBA 530 Entire Course Organizational Behavior-SAINT
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MBA 530 Full Course Organizational Behavior-SAINT
MBA 530 Module 1 Discussion Latest
1. After reading Hofstede’s dimensions of
cultural differences in Chapter 2 (pages 40-44) and looking up and reviewing
near the bottom of Geert Hofstede’s web page (.geert-hofstede.com/”>http://www.geert-hofstede.com/),
describe a significant difference between cultures that you have witnessed. Use
the Geert Hofstede comparison tool (at the link below) to compare the two
cultures in your example and describe the relative merits of the different
approaches in an organizational situation.
2. Compare and contrast two cultures using
information contained at
.geert-hofstede.com/hofstede_dimensions.php”>http://www.geert-hofstede.com/hofstede_dimensions.php
(If the Hofstede website is not working, please do your best with the summary
information in the book, or other sources you may find).
3. Use Saint Leo University’s core value
of integrity as the foundation to form an opinion concerning whether the
developing global economy will cause ethics and social responsibility to become
more similar or more distinct across cultures? Be certain to explain why and
how and provide examples.
MBA 530 Module 2 Discussion Latest
For this module, you will use what you learned in Chapter 3 of
the textbook and expand your critical thinking about the differences in people
and how to appreciate and effectively manage these differences in the
workplace.
1. Take the abbreviated (and less accurate) Myers-Briggs test.
Reveal your MBTI type in your response and describe the following scenarios:
a. An organizational situation (job function, event, team
assignment, etc.) where your personality type could be at a disadvantage (real
world or hypothetical)
c. Based on your MBTI, how you learn best?
2. Respond to the following two questions about negative effect
and self-monitors:
a. Imagine that you have a person with negative affect in your
organization. What might be a positive contribution that this person could make
in a group where everyone else has positive affect and similar backgrounds?
b. What contributions can high self-monitors make in
organizations? Low self-monitors?
When you answer the personality part of this question, make sure
that you have viewed the module material, including ideas on how to think about
where your personality type is at an advantage or disadvantage (i.e., the Nurse
MBTI example) and the definition of negative affect! And, with respect to how
you learn best, consider the MBTI introvert/extravert differences (page 94) and
“You 1.2” from Chapter 1, Module 1.
MBA 530 Module 3 Discussion Latest
This module’s discussion will help you build your perspective of
human motivation and equity theory (Chapter 5), and link this new understanding
to performance considerations that are introduced in Chapter 4.
1. In your current (or previous) organizational role, are you
motivated by lower or higher-order needs and motivators or hygiene factors?
Discuss and explain which specific needs and Herzberg factors seem to be most
important to you? Also use the theories presented in Figure 5.2 and Table 5.2
to explain your primary needs and motivators.
2. Reflect on the complex factors that go into job satisfaction
and performance (pages 126-130) and integrate the following considerations into
your answer.
a. Has job satisfaction generally led to higher performance? Or,
has higher performance led to job satisfaction? Has this varied by situation?
b. To the extent that job satisfaction has led to the greater
performance, what has been the most important source(s) of that satisfaction?
Have the most important areas been the Social environment, money, health
benefits, physical environment, facilities, job location, or perks? Explain
your reasoning.
3. In your organization, what inequity affects people the most?
Which textbook method seems to be used to resolve that inequity? What ways are
people finding to change inputs and outputs or do they leave the organization?
Alternatively, are the people just living with the inequity and still meeting
organizational goals? Explain.
NOTE: Remember that equity compares an individual’s specific
effort-reward ratio against other organizational members or people with
comparable skills, location, job conditions, etc. Even when there is wage (or
other) dissatisfaction, the perception of inequity is less well-founded when
the groups are not comparable in the most important ways. If you stretch the
limits of comparability far enough, you can easily find examples that will make
you feel both lucky and cheated, and many people make that choice based on
personality factors like positive vs. negative affect.
1. While reflecting on Chapter 13, explain and analyze the
issues that cause the most significant conflict in your personal life or work
environment.
2. Use textbook terminology to analyze a conflict or repeating
pattern of conflict that you have witnessed or unfortunately participated in.
Feel free to disguise your comments to maintain privacy.
a. Which of the causes listed in the book were at the root of
the conflict?
b. Which form or forms of conflict were displayed?
c. If interpersonal conflict was involved what defense
mechanisms were manifested (Table 13.2) and did you observe these defense
mechanisms in use?
d. Describe effective and ineffective conflict management
techniques that were used during this conflict and the conflict management
styles demonstrated. In the end, did the conflict turn out to be dysfunctional
or functional?
MBA 530 Module 5 Discussion Latest
This module’s discussion is centered on the material in Chapter
9 – teamwork.
1. Describe the most effective group or team of which you have
been member? What factors made the group or team effective? In your answer,
consider both individual factors in part 2 of your textbook (e.g., values,
motivation, feedback/learning, etc.) and group factors in Chapter 9, such as
diversity (pages 331-332), the group characteristics in Table 9.1, and the group
behavior concepts on pages 317-319.
2. What are the most significant barriers to teamwork and to
empowerment that you have experienced and why were these barriers important?
Consider trust and other factors introduced during the interaction part of this
module.
MBA 530 Module 6 Discussion Latest
This module’s discussion is oriented around the material in
Chapter 11 and also draws on the concepts from Chapters 10 and 12.
1. Using the dimensions of empowerment in the book (pages
412-417), analyze and describe the degree to which people in your work
environment are empowered. Then, review the first box in Figure 12.3 and
describe the approach your supervisor or manager uses when making key
decisions. Considering the article link in this module and explain if there is
a “team of rivals” present? Finally, with respect to both participation in
decision-making and team member empowerment, what strategies would you change
if you were the manager of your or another organization? Consider all of Figure
12.3 and pages 366-368 in Chapter 10.
2. Do you think of yourself as powerful, powerless, or a little
of both? Explain your basis for these perceptions? In your answer integrate the
specific symbols of power in the textbook (pages 403-404).
3. Who is the most powerful person you know personally? What
makes this person so powerful? Does this person’s power use empowerment as a
tool or do they make all the decisions? In your answer use French and Raven’s
five specific interpersonal forms of power (pages 397-398), and the textbook’s
addition of “information power” (page 398) to assist you in your analysis.
MBA 530 Module 7 Discussion Latest
At this point in the course, you have many things to keep in
your mind about organizational behavior. Chapter 14 addresses job design to the
organizational behavior model.
As Chapter 14 implies, models are often oversimplified and leave
out the complicating factor of individual differences (refer back to Figure 3.1
on page 83). Herzberg pointed out that not every job or person is a fit for
enrichment. Businesses and their strategies differ and the kinds of skills,
procedures, and behavior required on the factory floor is quite different from
those required for a leading-edge design shop. In addition, people with the
same abilities and personalities may be at different levels in terms of
satisfying their needs (e.g., Maslow’s hierarchy). It should be no surprise to
you that both job and organizational design are situational and interdependent
with many other concepts involved in the “management of human energy.”
1. In either designing the job, or in hiring to fill the job,
does your organization consider any of the individual factors that might
influence success?
Explain your answer and consider the following factors:
– Cultural differences in the people (Chapters 1 and 2)
– Personality factors like MBTI type, conscientiousness, locus
of control, and hardiness
– Where a person is in satisfying their higher- and lower-level
needs (Chapter 5)
2. In your organization, are there any jobs that appear to have
been successfully designed (either initially or as they have “evolved”) using
ideas like those described in the textbook? Anchor your comments in the
achievement of the three critical states described on page 525, and in the
achievement of “engagement” as described on pages 526-527.
3. How would you describe the organization you work for on each
of the basic design dimensions (pages 557-558)? What changes in these
dimensions have you seen in your organization due to pressures for improved
cost/effectiveness or to meet other changes in the environment/competition?
Once again, we can use our discussion as a place to try
integrating separate topics. In this case we will integrate organizational
culture and change. Note that the Ralph Sink article and Netfix slide deck are
relevant to these challenging and important issues.
1. Suppose you wanted to change your organization’s culture.
What sort of resistance would you expect from employees? How would you deal
with this resistance? To what extent is culture manageable? Changeable?
2. Moving from cultural change (Question 1) to general change,
answer the following questions. Can organizations stop resistance to change? If
so, how? Does organizational culture have a role in significant change? Explain
the interaction between culture and change?
3. At the end of Chapter 15, the second cautionary note (page
577) suggests that a dysfunctional personality manifested by a Chief Executive
may create the same dysfunctional culture for the organization. Thinking about
any organization in your past, have you seen evidence that a key leader has
been partially responsible for one or more of the listed dysfunctional
symptoms? Or conversely, have you seen a CEO who has been responsible for the
symptoms of a strong and functional culture? Did this influence come through
artifacts, values, or assumptions (page 592) and/or through any of the five
leader roles identified by Edgar Schein (pages 601-604)? Explain in detail.
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