Foundations of Organizational Structure Essay Example for Free

Foundations of Organizational expression EssayTUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION gentle imagingTUTORIAL 1 popular Introduction1. Ice-breaking session.2. Self-introduction by tutor and students.3. Briefing on course requirements.4. Tutorial expectations and participation.5. Briefing on root Report Oral Presentation (requirements and expectations). 6. Team formation for Group Report. (4 peniss per throng)7. Tutor assigns question and time for viva presentation assemblage report ** Oral presentation and group report submission go forth starts from calendar week 3 to 5****Important none**Students be required to sit for one (1) online turn outon Week 3. Please lay down sure that you argonregistered nether this course and be able to penetrationto CEL to extend the test. TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION merciful electionTUTORIAL 2 take 1 Foundations of Organizational Structure come apart A Multiple Choice Questions1) The ________ refers to the number of subordinates that a music director directs. A) span of overtopB) mavin of commandC) chain of commandD) decentralization principleE) attractions web2) A labor movement that is subdivided into many an different(prenominal) separate patronages is considered to cast off________. A) a richly degree of departmentalizationB) a low degree of decentralizationC) a graduate(prenominal) degree of pee-pee specialityD) a low degree of structureE) a high degree of matrix structuring3) Aeronautics Inc., a parts supplier, has departments for government aircraft and contracts, large commercial aircraft clients, and polished ad hominem aircraft clients. This is an example of ________ departmentalization.A) productB) functionC) geographyD) customerE) service4) Stalsberry Company has employees in mortalnel, sales, and accounting. This division of an arranging into groups according to get functions is an example of ________, the second element of structural brass.A) soc ial clusteringB) bureaucratismC) specializationD) centralizationE) departmentalization5) The unbroken line of ascendance that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed ________. A) chain of commandB) authorityC) span of control.D) unity of commandE) web of authority6) Which one of the following is consistent with a saucer-eyed structure? A) highcentralizationB) high horizontal differentiationC) high employee discretionD) standardizationE) bureaucracy7) Which of the following is a drawback of a narrow span of control? It ________. A) reduces powerfulnessB) is much efficientC) encourages to a fault tight supervision and discourages employee autonomy D) empowers employeesE) increases participatory termination-making8) In an organization that has high centralization, ________. A) the corporate headquarters is placed centrally to branch offices B) all top aim officials atomic number 18 located within the correspo nding geographical subject C) action weed be taken more quickly to solve problemsD) new employees surrender a great fuck of reliable authorityE) top managers make all the decisions and lower take aim managers merely carry out pedagogysTUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION benignant RESOURCETUTORIAL 3Topic 2 Organizational CulturePart A interchange Question1) Explain the primary manners of maintaining an organizations culture. Once a culture is in place, in that respect atomic number 18 practices within the organization that act to maintain it by magnanimous employees a set of similar experiences. Three forces play a particularly important part in sustaining a culture weft practices, the actions of top circumspection, and socialization methods.a) First, the explicit finishing of the selection process is to get word and hire individuals who have the k flatledge, skills, and abilities to perform thejobs within the organization success richly. It would be naive to ignore that the last-place decision as to who is hired allow be signifi basintly influenced by the decision makers judgment of how soundly the candidates go forth fit into the organization. This attempt to ensure a proper twain, whether purposely or inadvertently, leave behinds in the hiring of stack who have values intrinsicly consistent with those of the organization, or at least a solid portion of those values. In addition, the selection process proposes information to applicants well-nigh the organization. Candidates bring close to the organization and, if they see a date betwixt their values and those of the organization, they can self-select themselves out of the applicant pool.b) In addition to selection, the actions of top focal point in addition have a major impact on the organizations culture. Through what they say and how they behave, senior executives establish norms that filter down by means of the organization as to whether assay taking is desirable how much freedom managers should oblige their employees what is appropriate dress what actions impart overcompensate off in impairment of pay raises, promotions, and former(a) rewards and the like.c) Finally, no matter how good a job the organization does in recruiting and selection, new employees argon non fully indoctrinated in the organizations culture. Because they are unfamiliar with the organizations culture, new employees are emfly likely to disturb the beliefs and customs that are in place. The organization bequeath, therefore, want to admirer new employees adapt to its culture. This adaptation process is called socialization. This is when the organization seeks to organise the outsider into an employee in good standing. Employees who fail to learn the essential or pivotal role deportments risk macrocosm labeled nonconformists or rebels, which often leads to expulsion. But the organization will be socializing both employee, though whitethornbe not as ex plicitly, by dint ofout his or her entire career in the organization. This come along contri alonees to sustaining the culture.2) Explain how an institutionalized culture can be a barrier to diversity. Describe how an organization could employ the three forces at play in sustaining a culture to help create a various(a) workforce.By limiting the range of consentable values and styles, strong cultures put considerable pressure on employees to conform. In approximately instances, a strong culture that condones prejudice can even undermine full-dress corporate diversity policies. Strong cultures can overly be liabilities when they sustentation institutional bias or arrest insensitive to heap who are different.Hiring new employees who differ from the majority in race, age, gender, disability, or otherwise characteristics creates a paradox heed wants to demonstrate reinforcer for the differences these employees bring to the workplace, besides newcomers who wish to fit in mu st receive the organizations core cultural values. Because diverse behaviors and unique strengths are likely to diminish as people attempt to assimilate, strong cultures can constrain liabilities when they effectively eliminate these advantages. The explicit goal of the selection process is to identify and hire individuals with the association, skills, and abilities to perform successfully. Taking diversity into consideration at this phase does not have to be antagonistic to the culture.The final decision, because its significantly influenced by the decision makers judgment of how well the candidates will fit into the organization, identifies people whose values are essentially consistent with at least a good portion of the organizations. Looking beyond surface level differences at the selection phase will help create a diverse workforce. Through words and behavior, senior executives establish norms that filter through the organization about, for instance, whether risk taking is desirable, how much freedom managers should knuckle under employees, what is appropriate dress, and what actions pay off in terms of pay raises, promotions, and other rewards. Management actions should be inclusive and non-prejudicial to create a diverse and functional culture. During the metamorphosis power wind of socialization management should use institutional practices to encourage personorganization fit and high levels of commitment.3) What are the three arranges of socialization through which employees become indoctrinated into an organizations culture?The three stages of socialization are prearrival, encounter, and metamorphosis. a) The prearrival stage recognizes that all(prenominal) individual arrives with a set of values, attitudes, and expectations. These cover boththe work to be done and the organization. b) Upon admission into the organization, the new member enters the encounter stage. Here the individual confronts the possible dichotomy between her expectatio ns and reality. c) Finally, the new member must work out any problems discovered during the encounter stage. This may mean going through changes hence, this is called the metamorphosis stage.4) Discuss the difference between strong and weak organizational cultures and discuss the effect that a strong culture can have on an acquisition or merger. Strong cultures have a greater impact on employee behavior and are more flat related to reduced turnover. In a strong culture, the organizations core values are both intensely held and widely shared. The more members who buy out the core values and the greater their commitment to those values is, the stronger the culture is. A strong culture will have a great influence on the behavior of its members because the high degree of sharedness and intensity creates an national climate of high behavioral control.One circumstantial result of a strong culture should be lower employee turnover. A strong culture demonstrates high agreement among me mbers about what the organization stands for. Such agreement of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees propensity to channel the organization. In recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition real works seems to have more to do with how well the twain organizations cultures match up. The primary cause of disappointment is skirmishing organizational cultures, when people simply dont match up. Therefore, when considering an acquisition or merger, management would need to carefully measure out the cultures of each organization.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 4Topic 3 Foundations of Group Behavior Understanding Work TeamsPart A discussion Question1) number and briefly describe the stages in the 5-stage model of group instruction. The five-stage group using model characterizes groups as proceed ing through five distinct stages forming, storming, norming, performing, and adjourning. a) Forming is characterized by a great deal of uncertainty about the groups purpose, structure, and leading. Members are testing the waters to determine what types of behavior are acceptable.b) In the storming stage, members accept the existence of the group, but there is resistance to the constraints that the group imposes on individuality. There is passage of arms over who will control the group.c) The third stage is one in which close family relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identify and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior. d) The fourth stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from getting to know and understand each o ther to performing the task at hand.e) In the adjourning stage, the group prepares for its disbandment. High task execution is no extended the groups top priority. Instead, attention is directed toward wrapping up activities.2) Design the intimately effective group to take in out expressions to reduce the number of preparation hours for shipping products overseas for your company. Choose the type of team from one of the four principal team types. Describe your teams context, composition, and process parameters.Answers will vary. A problem-solving team is likely the topper type of team for this task. In a problem-solving team members share ideas or suggest how work processes and methods can beimproved. The problem-solving team will offer ideas to management. Together they discuss ship canal of improving quality, efficiency, and the work environment.The team will need information on what products are being shipped and howlong each of them takes, as well as details on the curren t procedures. Adequate information is essential. A firm goal of reducing the hours spent must be realised by a leader. The group should be comprised of workers and management with expertise in the shipping department procedures. The team should have five members, three management and ii people from shipping and packaging. The process parameters should be cl premature outlined, with goals of exactly how much time needs to be shaved off of packaging processes.3) Explain the difference between groupthink and group shift. Give an example to support your answer.Groupthink is related to norms. It describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular outlooks. Groupthink is a disease that attacks many groups and can dramatically hinder their exercise. Group shift indicates that in discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions that they hold. In around situations, caution dominates, and there is a conservative shift. More often, however, the evidence indicates that groups tend toward a risky shift. Students answers may vary.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 5Topic 4 Motivation ConceptsPart A Discussion Questions1) Compare and contrast a manager that implements Theory Y and one that adheres to the expectancy conjecture. How would each choose to motivate their employees?Theory Y managers assume that employees can view work as being as natural as rest or play, and therefore the average person can learn to accept, even seek, responsibility. Theory Y assumes that higher-order needs dominate individuals. Theory Y managers would contend that ideas much(prenominal) as participative decision making, responsible and challenging jobs, and good group relations are approaches that would maximize an employees jobmotivation. A Theory Y manager believes that the employee is inherently motivated as long as the conditions respect his judgement and character. A Theory Y manager would work hard to include the employee in decision making concerning his job, to satisfy work environment preferences, and to make sure the work is stimulating.Expectancy theory proposes that employees will be motivated to exert a high level of effort when they believe it will lead to a good performance assessment that a good appraisal will lead to organizational rewards much(prenominal) as bonuses, salary increases, or promotions and that the rewards will satisfy the employees ain goals. An expectancy theory manager would focalise much more on the reward expectations of the employee, versus the psycho logic expectations. It would be important for the manager to understand the personalized goals that the employee strives to get hold of so that he can be appropriately rewarded and praised.2) Describe Maslows hierarchy of needs including the types of needs and how they become dominant .Maslows hierarchy of needs hypothesized that within every kind being there exists a hierarchy of five needs.a) The physiological needs include hunger, thirst, shelter, sex, and other bodily needs. b) Safety includes aegis and protection from physical and horny harm. c) Social includes affection, belongingness, acceptance, and friendship. d) Esteem includes inbred esteem operators such as self-respect, autonomy, and achievement and external esteem factors such as status, mention, and attention. e) Self-actualization is the drive to become what one is capable of becoming includes growth, achieving ones likely, and self-fulfillment.As each of these needs becomes advantageously satisfied, the next need becomes dominant. So if you want to motivate someone, according to Maslow, you need to understand whatlevel of the hierarchy that person is currently on and focus on satisfying those needs at or preceding(prenominal) that level3) According to Two-Factor Theory, how might a manag er motivate employees?According to Herzberg, the factors leading to job atonement are separate and distinct from those that lead to job dissatisfaction. Therefore, managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily result in motivation. Conditions skirt the job such as quality of supervision, pay, company policies, physical operative conditions, relations with others, and job security were characterized by Herzberg as hygiene factors. When they are adequate, people will not be dissatisfied incomplete will they be satisfied. If we want to motivate people on their jobs, Herzberg suggested emphasizing factors associated with the work itself or to outcomes directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility, and achievement. These are the characteristics that people find intrinsically rewarding.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMA N RESOURCETUTORIAL 6Topic 5 Motivation From Concepts to ApplicationsPart A Discussion Questions1) List and describe THREE (3) different variable-pay programs. Be sure to include piece-rate plans, profit-sharing plans, and gainsharing.a) Piece-rate plans. In piece-rate pay plans, workers are compensable a fixed sum for each unit of production completed. When an employee gets no base salary and is salaried only for what he or she produces, this is a pure piece-rate plan.b) Merit-based pay. Merit-based pay plans also pay for individual performance. However, opposed piece-rate plans, which pay based on objective output, merit-based pay plans are based on performance appraisal ratings.c) Profit-sharing. Profit-sharing plans are organization-wide programs that distribute fee based on some established formula designed roughly a companys profitably.d) Bonuses. Bonuses can be paid exclusively to executives or to all employees. Many companies now routinely reward production employees wi thbonuses in the thousands of dollars when company profits improve.e) Skill-Based Pay. Skill-based pay (also called competency-based or knowledge-based pay) sets pay levels on the bottom of how many skills employees have or how many jobs they can do.f) ESOPs. Employee stock ownership plans (ESOPs) are company-established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefits.g) Gainsharing. Gainsharing is a formula-based group incentive plan. Improvements in group productiveness determine the total amount of money that is to be allocated. By foc using on productivity gains rather than profits, gainsharing rewards specific behaviors that are less influenced by external factors. Employees in a gainsharing plan can receive incentive awards even when the organization isnt profitable. 2) Compare and contrast the benefits of intrinsic rewards such as recognition and external rewards such as pay as forms of motivation.Organizations are inc reasingly recognizing that both intrinsic and extrinsic rewards are important. Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form of payment systems. Intrinsic rewards range from a spontaneous and private thank-you to widely publicized formal programs in which specific types of behavior are encouraged and the procedures for attaining recognition are clearly identified.Pay, an extrinsic reward, is not the primary factor driving job satisfaction, however, itdoes motivate people, and companies often underestimate its sizeableness in keeping top talent. No matter how much recognition a top performer gets, he will be tempted to leave if the pay scale is much lower than the market and another offer arrives. Recent survey info indicate most employees dont see a strong connection between pay and performance. Variable pay structures, such as bonuses are often the best production motivators. When pay is tied to performance, the employees earnings also recognize contribution ratherthan being a form of entitlement. Over time, low performers pay stagnates, age high performers enjoy pay increases commensurate with their contributions.An obvious advantage of intrinsic rewards like recognition programs is that they are inexpensive since praise is free. However, they are highly susceptible to political manipulation by management. When applied to jobs for which performance factors are relatively objective, such as sales, recognition programs are likely to be perceived by employees as fair. However, in most jobs, the criteria for good performance arent self evident, which allows managers to manipulate the system and recognize their favorites. squall can undermine the value of recognition programs and demoralize employees. Research suggests financial incentives may be more motivating in the short term, but in the long run intrinsic incentives will curb good employees if the extrinsic incentives are competitive.3) What is employee i nvolvement and why is it important. Give two examples. Employee involvement is delineate as a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizations success. The underlying logic is that by involving workers in those decisions that affect them and by increasing their autonomy and control over their work lives, employees will become more motivated, more committed to the organization, more productive, and more satisfied with their jobs. Examples of employee involvement include a) Participative management. Participative management programs use joint decision making. Subordinates actually share a significant degree of decision-making power with their quick superiors.b) Representative participation. Representative participation refers to worker representation by a small group of employees who actually participate on the board. The goal is to redistribute power within an organization, putting labor on a m ore equal footing with the interests of management and stockholders.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 7Topic 6 What do Managers Do LeadershipPart A Multiple Choice Questions1) Which of the following is most likely to be a belief held by a successful manager? A) Technical knowledge is all that is needed for success.B) It is not essential to have sound interpersonal skills.C) Technical skills are necessary, but short alone for success. D) Effectiveness is not impacted by human behavior.E) Technical skills do not influence efficiency.2) Which of a managers primary functions requires the manager to define an organizations goals, establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and coordinate activities? A) controllingB) provisoC) staffingD) coordinateE) leading3) As a manager, one of Joes duties is to present awards to outstanding employees within his department. Which Mintzberg managerial role is Joe acting in when he does this? A) leadership roleB) liaison roleC) monitor roleD) figurehead roleE) spokesperson role4) Jill is precious by her colleagues for her ability to perform effective break-even analysis on upcoming ventures. In this case, her colleagues value her for competencies that take within which essential management skills categories?A) proficientB) dialogueC) humanD) conceptualE) education5) Leadership is best defined as ________.A) the ability to influence a group in goal achievementB) keeping order and consistency in the midst of changeC) implementing the vision and strategy provided by management D) coordinating and staffing the organization and handling day-to-day problems E) not a relevant variable in modern organizations6) The two dimensions of leadership behavior identified in the University of Michigan studies are ________.A) coercion and motivationB) emotional and lucidC) employee-oriented and production-orientedD) initiating struct ure and considerationE) initiation and completionPart B Discussion Questions1) Describe the three essential management skills that differentiate effective managers from ineffective ones. Provide a workplace example of how these skills could be utilize when dealing with the challenge of a workplace recession. The three essential management skills identified by researchers are technical, human, and conceptual.Technical skills are defined by the ability to apply specialized knowledge or expertise. piece skills are defined by the ability to work with, understand, and motivate other people. Finally, conceptual skills are defined by the ability to analyze and diagnose complex situations.In a time of recession human skills are essential to motivate fearful employees and to create a positive work environment. They would also be necessary in the event of workplace staff reduction. Technical skills could be applied in the area of expertise to raise production and, combined with conceptual s kills, can be apply to look for small market niches and ways to analyze the industry to continue to make a profit until times are better.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 8Topic 7 LeadershipPart A Multiple Choice Questions1) Hersey and Blanchard developed which of the following?A) situational leadership theoryB) cognitive re blood theoryC) managerial grid modelD) path-goal theoryE) cognitive orientation model2) Hersey and Blanchards leadership theory differs from other leadership theories primarily because it ________.A) explores the role of the expectations of the leader for the confederate B) focuses on the followersC) holds that leadership style should be parasitical on the situation D) is normativeE) deals strictly and exclusively with contingencies3) What is the main principle of path-goal theory?A) Successful leadership is achieved by selecting the right leadership style. B) Stress is a form of situational unfavorableness and a leaders answer to it depends on his or her intelligence and experience.C) Effective group performance depends on the proper match between the leaders style and the degree to which the situation gives control to the leader. D) Leaders establish a special relationship with a small group of their followers because of time pressures.E) The leader is responsible for providing followers with the information, support, or other re rises necessary for them to do their jobs.4) Which of the following is not a key characteristic of a charismatic leader? A) sensitivity to follower needsB) unconventional behaviorC) vision and articulationD) task orientationE) willingness to take risks5) Researchers are conducting a study of a company called Acme Corp, which they believe to be led by a transformational leader. Which of the following, if true, would most support the conclusion that Acmes leader is a transformational leader? A) Acmes top managers often difference over defining the organizations goals. B) Acmes goals tend to be very ambitious and to hold personal value for employees.C) Creativity is discouraged among Acme employees.D) Acme managers are cautious and seldom take risks.E) Acmes compensation plans are designed to reward short-term results. 6) Leaders who clarify role and task requirements to acquire established goals exhibit a _________ style of leadership.A) transformationalB) transactionalC) charismaticD) self-initiatingE) situational7) Richard is a transactional leader who has just assign a series of tasks to a project team. Which of the following is most likely to be true about the teams performance under Richards guidance?A) They will set new standards of productivity for the department, exceeding Richards expectations.B) They will meet the goals set for them but are unlikely to go beyond those goals. C) They will tend to be unclear about the roles assigned to each team member. D) They will be highly motivated by what they view as Richards despairing or extraord inary qualities.E) They will tend to put their individual self-interest above the interests of the company. Part B Discussion Questions1)Compare and contrast Hersey and Blanchards situational leadership theory with Houses path-goal theory.Hersey and Blanchards situation leadership theory is a contingency theorythat focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders. The term readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions if followers are unable and willing, the leader needs to display high task orientation to compensate for the follower s leave out of ability and high relationship orientation to get the follower to buy into the leaders desires if followers are able and unwilling, the leader needs to use a verificatory and participative style and if the employee is both able and willing, the leader doesnt need to do much. Path-goal theory was developed by Robert House.The heart and soul of the theory is that its the leaders job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to theachievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors.The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific g uidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 9Topic 8 confabulationPart A Multiple Choice Questions1) Communication serves all of the following functions within a group or organization except ________.A) motivationB) planningC) emotional expressionD) controlE) conveying information2) Alejandro is annoyed that the new recruit, Ben, is working faster than anyone else in the group, making the rest of the group look bad. In the company cafeteria Alejandro teases Ben and calls him the super recruit an d imitates his style of working so rapidly. Alejandro wants to intimidate Ben so that he will work slower. Which function of communication is Alejandro using by making fun of Ben?A) motivationB) controlC) expressionD) informationE) formal3) capital of Montana and Laura were talking on the phone. Lauras two year old son fell and started crying and Laura could no longer hear what Helena said. This is an example of ________.A) transmittingB) decodingC) noiseD) understandingE) analysis4) The communication used by managers to provide job instructions is ________ communication.A) downwardB) lateralC) formalD) directionalE) diagonalPart B Discussion Questions1)Describe the communication process. Include the communication process model and explain the eight parts of this model.Before communication can take place, a purpose, evince as a core to be conveyed, is needed. It passes between a sender and a receiver. The message is encoded (converted to a symbolic form) and passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is a transfer of meaning from one person to another.The key parts of the communication process are1)the sender2)encoding3)the message4)the channel5)decoding6)the receiver7)noise8)feedbackThe source initiates a message by encoding a thought. The message is the actual physical product from the source encoding. The channel is the medium through which the message travels. The receiver is the object to whom the message is directed. The symbols must be translated into a form that can be understood by the receiver. This is the decoding. Noise represents communication barriers that distort the clarity of the message. The finallink is a feedback loop.2) Explain how the grapeshot functions and why it exists in organizational communication. Describe the general direction of communication and the form of communication most commonly used in the grape. What can a manager do to limit the n egative effects of the grapevine?The sluttish communication system is the grapevine. While it is informal it is still an important source of information. A survey found that 75 percent of employees hear about matters first through rumors on the grapevine. The grapevine has three main characteristics. First, it is not controlled by management. Second, most employees perceive it as more believable and reliable than formal communiqus issued by top management. Finally, it is largely used to serve the interests of the people within it. Rumors emerge as a response to situations that are important to us, when there is ambiguity, and under conditions that arouse anxiety.The fact that work situations frequently contain these three elements explains why rumors flourish in organizations. The secrecy and competition that typically prevail in large organizations, encourage and sustain rumors on the grapevine. A rumor will persist either until the wants and expectations creating the uncertainty are fulfilled or the anxiety has been reduced.The grapevine generally follows lateral communication in which persons from the same hierarchical levels begin to relay messages. Very rarely does management participate in the grapevine. In fact, one study reported that management only relayed messages to the grapevine ten percent of the time. Generally oral communication is used to relay grapevine information, although written electronic mail can be used as well, but is considered less safe for accountability reasons.Managers can not entirely eliminate rumors. What they should do is minimize the negative consequences of rumors by limiting their range and impact. The best way to reduce the negative consequences of rumors is to 1) Provide information 2) Explain actions and decisions that may come forward inconsistent, unfair, or secretive 3) end from shooting the messenger and 4)Maintain open communication channels.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIA L 10Topic 9 Conflict ManagementPart A Multiple Choice Questions1) The traditional view of conflict is the belief that conflict is ________. A) harmfulB) naturalC) necessaryD) situationally-dependentE) neutral2) Which of the following is not a cause of conflict, according to the traditionalist view? A) general poor communication between peopleB) lack of openness in the organizationC) trust between people in the organizationD) management failure to be responsive to employee needsE) management failure to be responsive to employee aspirations 3) The ________ view of conflict argues that conflict is necessary for a group to perform effectively.A) human relationsB) interactionistC) traditionalD) functionalE) reactive4) ________ conflicts are almost always dysfunctional.A) TaskB) JobC) RelationshipD) ProcessE) Functional5) The first stage of the conflict process is termed ________. A) cognition and personalizationB) behavioral manifestationC) potential opposition or incompatibilityD) incl inationE) dependency6) High job specialization can lead to ________ conflict.A) communicationB) structuralC) personal-variableD) job-relatedE) team7) In which stage are conflict issues defined?A) potential oppositionB) cognition and personalizationC) intuitionsD) behaviorE) reaction and transference8) The conflict-handling intention of collaborating is ________. A) assertive and uncooperativeB) assertive and cooperativeC) unassertive and uncooperativeD) unassertive and cooperativeE) affective and meditative9) Angelina feels that her cubicle neighbor talks too loudly on the phone, but in other ways she is a great neighbor. Angelina gets annoyed every time her neighbors phone rings, but she has decided its simply not worth the trouble to talk to her neighbor. Angelinas conflict intention is called ________.A) competingB) avoidingC) accommodatingD) compromisingE) collaborating10) Which of the following is not a conflict-resolution technique? A)creating superordinate goalsB) appointin g a devils advocateC) avoiding the conflictD) exercising authoritative commandE) generating additional choices11) play II of the conflict process deals with conflict being ________. A) perceived and feltB) apparent and experiencedC) expressed and perceivedD) overt and covertE) internalized12) Irma does not like a few of the standard operating procedures qualified for the new project. However, she discussed the items with the team and told them that she realizedshe was in the minority and that she would adapt the new procedures to maintain smooth operations within the team. This type of intention is called ________. A) sacrificingB) accommodatingC) collaboratingD) compromisingE) competingTUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 11Topic 10 Power and PoliticsPart A Multiple Choice Questions1) Power can be defined as ________.A) the ability to influence the behavior of othersB) the actualization of the dependency of othersC) congruence between the goals of the leader and those being led D) downward influence on ones followersE) upward influence on ones leaders2) One reacts to ________ power out of fear of the negative ramifications that might result if one fails to comply.A) legitimateB) coerciveC) punitiveD) referentE) abusive3) The power that the College Dean has been granted by the University over the skill is termed ________ power.A) academicB) positionalC) legitimateD) organizationalE) balanced4) Power tactical maneuver can be defined as ________.A) the only legitimate sources of powerB) techniques for translating power bases into specific action C) strategies for gathering and maintain supportD) organizational structural characteristicsE) approaches for winning arguments5) Vivian has not been handling one portion of her duties in a equal manner. As a result, her manager threatens to withhold her promotion. Which power tactic is being used?A) exchangeB) insinuationC) pressureD) personal appealsE) inspirational appealsPart B Discussion Questions1) Contrast leadership and power.Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. A second difference relates to the direction of influence. Leadership focuses on the downward influence on ones followers. Itminimizes the importance of lateral and upward influence patterns. Power does not.Still another difference deals with research emphasis. Leadership research, for the most part, emphasizes style. It seeks answers to such questions as How supportive should a leader be? How much decision making should be shared with followers? The research on power encompasses a broader area and focus on tactics for gaining compliance. Power can be used by groups as well as by individuals to control other individuals or groups. 2) List and discuss the bases of personal power.Personal power comes from an individuals unique characteristics. Two bases of person al power are expertise, the respect and admiration of others.a) Expert power is influence wielded as a result of expertise, special skill, or knowledge. Expertise has become one of the most powerful sources of influence as the human being has become more technologically oriented.b) Referent power is based on identification with a person who has desirable imagings or personal traits. If I like, respect, and admire you, you can exercise power over me because I want to please you.3) Distinguish between legitimate political behavior and illegitimate political behavior. certain political behavior refers to normal everyday politics complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the organization through ones professional activities.On the other hand, there are also illegitimate political behaviors that violate the implied rules of the game. Those who pursue such ingrained activities are often described as individuals who play hardball. Illegitimate activities include sabotage, whistleblowing, and symbolic protests such as wearing unorthodox dress or protest buttons, and groups of employees simultaneously calling in sick.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 12Topic 11 Human Resource Policies and Practices (Human Resource Planning Forecasting, Recruitment)Part A Discussion Questions1) Define human resource planning. Describe the TWO (2) components in human resource planning.Human resource planning is the systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specific period of time. Human resource planning has 2 components requirements and availability. A requirements forecast involves determining the number, skill, and location of employees the organization will need at future dates in orde r to meet its goals. The determination of whether the firm will be able to check employees with the necessary skills, and from what sources, is called an availability forecast. 2) Describe human resource databases and how databases can assist in matching internal employees to positions.A human resource database contains employee information that permits management to make HR decisions. Information that might appear in such databases, includes, but is not limited to, the following work history and experience, specific skills and knowledge, licenses or certifications held, organizational training completed, educational background, previous performance appraisal evaluations, assessment of strengths and weaknesses, development needs, promotion potential at present, and with further development, current job performance, field of specialization, job preferences, geographic preferences, career goals and aspirations, anticipated seclusion date, and personal history, including psychologica l assessments. Databases are being used by organizations to enable human resources to match people with positions.3) List TWO (2) methods are available to firms when either a shortage or surplus of workers is forecasted?Firms set about with a shortage of workers may use1)2)3)4)innovative recruiting,compensation incentives, andtraining programs to fill positions.Lowering of traffic standardsFirms faced with a surplus of workers may use1)2)3)4)5)layoffs,restricted hours,hiring freezes may be necessary, andencourage early retirement andthe use of vacation time.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 13Topic 12 Human Resource Policies and Practices (Selection)Part A Multiple Choice Questions1) Which of the following is the most common method of initial selection? A) written testsB) background checkC) performance testD) application formE) work-sample test2) More than ________ percent of employers conduct some type of background check on potential employe es during some point in the hiring process, usually either in the initial phase or the contingent phase.A) 25B) 50C) 65D) 80E) 953) The best way for an employer to find out if a potential employee can do a job is by ________.A) using the interview processB) using a written testC) having them spend a day in the officeD) administering an IQ testE) using a performance simulation test4) Work sample tests are widely used in hiring ________.A) unskilled laborB) skilled workersC) professional workersD) managersE) knowledge workers5) The results of which of the following tend to have a disproportionate amount of influence on employee selection decisions?A) interviewsB) written testsC) performance simulation testsD) work sampling methodsE) temperament tests6) The behavioral structured interview is built on the assumption that________. A) past behavior is the best prognosticator of future behaviorB) technical knowledge and skills are the best predictor of job performance C) nature is the b est predictor of job performanceD) personality and mood are highly correlatedE) technical knowledge and mood are highly correlatedPart B TRUE /FALSE Questions1) As a selection device, written tests have decreased in usage during the past 20 years. (TRUE /FALSE)2) A test that measures factors such as dependability, carefulness, responsibility, and honesty is referred to as a performance factor test.(TRUE /FALSE)3) Work samples go validities almost consistently superior to written aptitude tests. (TRUE /FALSE)4) In assessment centers, job candidates are evaluated as they go through several days of exercises that simulate real problems they would confront on the job. (TRUE /FALSE)TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION HUMAN RESOURCETUTORIAL 14Topic 13 14 Human Resource Policies and Practices ( action Evaluation)Part A Multiple Choice Questions1) Performance evaluations today are generally based on which three types of behavior? A) task performance, productivity, tenureB) pr oductivity, efficiency, absenteeismC) task performance, citizenship, counterproductivityD) citizenship, counterproductivity, personalityE) leadership, training, efficiency2) Performance evaluations are used as a mechanism for all of the followingexcept ________.A) monitoring the success of marketing strategiesB) determining promotionsC) pinpointing employees skillsD) identifying training and development needsE) providing feedback to employees3) Which of the following is not a weakness of the 360-degree evaluation system? A) artificially inflated feedback from peersB) insufficient training for performance evaluatorsC) discrepancies between evaluating groupsD) provides a wide performance perspectiveE) unenviableies in reconciling differing evaluations4) Performance evaluations are used to ________.A) improve group cohesivenessB) define departmental structureC) help management make HR decisionsD) identify how jobs are completedE) decrease conformity within organizations5) Which of the following is the least predictive set of criteria used to evaluate employees?A) traitsB) task outcomesC) behaviorsD) personalityE) moodPart B Discussion Questions1) What are the three most popular sets of criteria for evaluating employee performance?The three most popular sets of criteria for evaluating employee performance are individual task outcomes, behaviors, and traits.a) If ends count, rather than means, then management should evaluate an employees task outcomes. In many cases, its difficult to identify specific outcomes that can be directly attributable to an employees actions.b) Its not unusual for management to evaluate the employees behavior. c) The weakest set of criteria, yet one that is widely used by organizations is individual traits. They are weaker because they are farthest removed from the actual performance of the job itself.2) Who should perform employee evaluations?With many of todays organizations using self-managed teams, telecommuting, and other organizing devices that distance bosses from their employees, an employees immediate superior may not be the most reliable judge of that employees performance. Thus, in more and more cases, peers and even subordinates are being asked to participate in the performance evaluation process. Also, increasingly, employees are participating in their own performance evaluation. In most situations, in fact, it is highly advisable to use multiple sources of ratings. whatsoever individual performance rating may say as much about the rater as about the person being evaluated. By averaging across raters, we can obtain a more reliable, unbiased, and accurate performance evaluation.