saint mba530 full course (all discussions +case studies +midterm exam +final exam )

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 (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 athttp://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).

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)
b. A situation where your personality type might be an advantage (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?

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?

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.

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.

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?

Case 1, Chapter 11: Oracle’s Larry Ellison: A Profile of Power, Influence, and Dominance

•Case 2, Chapter 14: Alternative Work Arrangements: What Does the Future Hold?

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.

MBA530

Case Preparation Guidelines

General Guidelines:

During this course you will select and analyze threecases. The first case is due in Module 3, the second case is due in Module 5, and the third case is due in Module 7. Choose one of the two cases listed below under each module for your assignment:

For Module 3 (choose one):

Case 1, Chapter 2: Netflix: Push and Pushback in Streaming Video

Case 2, Chapter 5: Compensation Controversies at AIG

For Module 5 (choose one):

Case 1, Chapter 9: Achieving Success in Virtual Teams

Case 2, Chapter 13: Customer Service at Nordstrom: A Way to Mitigate Potential

Conflict

For Module 7 (choose one):

Case 1, Chapter 11: Oracle’s Larry Ellison: A Profile of Power, Influence, and

Dominance

Case 2, Chapter 14: Alternative Work Arrangements: What Does the Future Hold?

The case study assignment is intended to be completed as an individual effort. Thus, collaboration with anyone else on these case assignments is considered a violation of the academic honor code. Each case a nalysis is due at the end of the module in which it is assigned and must be turned into the course room Dropbox before Sunday night at 11:59 PM EST/EDT).

Be certain to pay close attention to the case studies since together they represent the largest point contribution toward your final grade. In addition, keep in mind that since you are graduate students your instructor’s expectations are high. Before you begin each case study, make sure that you have worked through all the module materials and have read the assigned reading along with any relevant instructor notes or announcements that may have been posted. After you have submitted each case, be sure to read the instructor’s feedback so that you can improve subsequent case submissions.

Per Saint Leo University standard practice, all case papers are submitted to Turnitin where they will be automatically evaluated for percentage of original work and potential plagiarism. When you submit the case paper to the Dropbox, it will automatically be submitted to Turnitin. Hence, there is no additional work required on your part for the assignments to be graded by Turnitin.

You must use either Microsoft Word (*.docx) or R ich Text Format (*.rtf) to submit your assignments. RTF files can be created by all major word processors and will allow you to see changes made by using the "track changes" feature. Please keep in mind that Plain Text (*.txt) format is not acceptable for any assignment. Note that Turnitin may assign this extension if it does not understand what file type has been submitted. Throughout the course you are responsible for making sure that your assignment uploaded successfully and that the assignment has been received as a *.docx, or *.rtf file.

It is critical to remember that you are training to be a management scientist and not a casual observer. These cases are your opportunity to practice being analytical and comprehensive as you construct evidence-based arguments. To accomplish this objective, an average question in a case often requires several well-organized paragraphs (double-spaced), creating a finished document of two to four pages in length or a minimum of 1,000 words for each case study submission. Most of the answers to the case questions contain a number of applicable theories and you are expected to address each theory in your analysis in addition to illustrating how these theories apply in the real world.

Content Guidelines:

In your case analysis content remember that thoroughly answering the case questions is a requirement, but thoroughness is not always sufficient to earn a passing grade on a case analysis. The minimum scope your case analysis must contain a minimum of 1,000 words. However, the analysis must be of sufficient depth that you are able to demonstrate significant knowledge and analytical skills in the process. The best way to demonstrate these critical thinking skills is to begin with a clear explanation of the relevant theories, ideally in your own words. Using some quotes from the textbook in proper APA Style can help, but can also leave the instructor wondering if you understand the material enough to explain it to someone else. Hence, use more of your own individual work and no more than 15% - 18% direct quotations.

After explaining all relevant concepts to the reader, you may begin to answer the questions accurately and thoroughly. While addressing the case questions you must demonstrate the ability to apply the theory to a real situation. Sometimes it helps to envision the answer as a matrix of points to comment on. For example if there are three sub-points to a theory being applied, and four elements (people, situations, etc.) presented in the case, then there are 12 possible points of discussion in that one answer alone. If you just include a sample of these possible areas of comment, you will not earn an “A” grade. Cases are intended to be mechanisms for you to demonstrate mastery of chapter concepts by methodically describing all the applicable theoretical concepts in the correct terminology. In addition, the cases study provide a detailed framework of real-world situational issues for you to thoroughly analyze and provide a detailed assessment of how all the issues are explained within the theoretical framework you are currently studying. The result of this case analysis endeavor is that both the author and the reader attain a better understanding of the applicable theories and how they apply in the real world.

In a case analysis you must assume that the reader (your audience or the instructor) knows nothing about the case or the relevant theories.

Hence, if you make a premise that is not explained and/or supported with case evidence, the instructor will assume that you don’t know enough about the premise to elaborate the point. Similarly, if you make a short generalized statement, the instructor will assume that you only possess a superficial understanding of the concept and that you are unaware of the details and the specific issues. Your answers should be clear, concise, and thorough enough for anyone to understand. Also, your premise must be persuasive enough to convince a stubborn adversary. Treat these cases with the same rigor and approach as research papers and be certain that the papers are thoroughly documented with scholarly evidence for each assertion or premise that you make. Imagine that the case responses are arguments in a court of law and it is your job to back up everything you say with previous case evidence and/or facts.

Each case analysis assignment must be supported by research of the concepts being presented that is beyond what is covered in the courses textbook. This research should assist you in improving your ability to understand course concepts or case details and assist you in constructing detailed and well-reasoned answers to the case questions. Your needs will depend on your own experience and comprehension relative to the specific case. Choose sources that are credible and directly relevant to the case and do not rely on quoting other people’s opinions without your own explanation. When any theory or evidence comes from an outside source (e.g., course textbook, research article, etc.), you must give credit by using a formal references section with properly formatted citations and quotations. Thus, each case assignment will always contain a reference section which also includes the course textbook as a source in addition to any other journals or books used as a source. All case documents must strictly adhere to APA formatting and style which is explained more thoroughly in the following section.

APA Requirements:

Make sure to follow the basic APA page format for your cases. Basic APA requirements require the use of:

1. One-inch margins all around the document

2. Times New Roman Font that is 12-point size

3. Consistent double-spacing throughout the document between all items including headings and paragraphs. There is no extra white space in an APA document

4. A "Reference" section (do not use “Works Cited”, “Bibliography”, “Sources”, or any other heading titles)

5. Standard essay type formatting with indented first line in paragraphs

6. Headings and sub-headings to break up your case analysis such as Introduction or

Background, Current Issues or Analysis, Recommendations or Conclusion, and

Reference section (use one or the other of the aforementioned headings…not both; case analyses are not presented in question and answer layout)

7. A minimum of five citations in the case analysis assignment with a minimum of one direct quote

8. A minimum of three sources in the Reference section (one is the textbook) and be sure to list your sources in the Reference section

You are expected to use proper writing techniques and correct course terminology in your answers. This standard is essential in order for you to be clear and accurate in your comments.

As a part of this precision, you should avoid grandiose statements, exaggerations, and statements that generalize certain case conditions to other situations. Even if a cause-andeffect relationship seems to be true in one case situation, you cannot make the general statement that, for example, happy employees are more productive, unless you cite data to support your position. Common sense can be wrong, and every situation is different; an effective set of policies for the given situation may or may not work elsewhere. Every factual assertion will be inspected for validity in light of the relevant academic research and case facts.

Although there is no maximum limit to the number of sources that may be referenced, each case analysis should be supported by at least three relevant and credible sources. Additionally, there are approximate limits on quotations for this course which means that you should not use more that 15% - 20% direct quotes. When more than 20% of a paper is not original, it often indicates a problem, even after noting that the Turnitin scores include an accumulation of random matches. Even when sources are properly cited and some of the words are changed, it raises the question as to how much original thinking was used for the paper.

There is a big difference (in learning and difficulty) between starting with a blank page and writing your thoughts, and building the paper around quotes, paraphrased sources, and the altered wording of another author. As an author, you only have two choices when using someone else’s work: include it in entirely in your own words and cite the source, or include it as a direct quotation (with exact wording and punctuation) using quotation marks and a citation with a page number to cite the source. When simply changing someone else’s words, you can end up somewhere between these two choices. Thus, in addition to plagiarism, high scores in turnitin.com can result from incorrect quotation/citation methodology, or from using rearranged words similar to your sources, causing it to look much like other papers.

Unfortunately, these are not characteristics of graduate-level writing; when an argument relies largely on a collection of words or thoughts from elsewhere, it loses uniqueness, professionalism, and impact.

Question

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Saint MBA530 midterm exam 2015

Midterm Exam
This exam contains 10 short-answer questions covering materials from Modules 1-4. All questions require that you demonstrate a rigorous level of critical-thinking skills and abilities in your answers in addition to addressing all the topics and issues relevant to the question.

You will have 150 minutes to complete the exam. Click on “save” regularly while in the exam or risk losing all your answers in the event of a system error. You also must click “submit” within the time allowed.

Provide an example of a business firm as an open system. (Points : 10)

Identify the major reasons why managing organizational behavior will be challenging during changing times. (Points : 10)

Briefly discuss the issues an organization would want to consider or understand if it were interested in a business venture within China. (Points : 10)

Using the five personality characteristics identified in Chapter 3 as important for understanding organizational behavior, describe an individual who would most likely be a strong performer. (Points : 10)

What elements need to be present in order for one's influence attempt to be successful? (Points : 10)

How can expectancy theory be used to understand behavior and predict performance? (Points : 10)

Question 7 of 10Equity theory can be used to explain consequences stemming from differences in pay. Assume many employees in a department feel underpaid. What do you predict their behavior and performance to be? (Points : 10)

What are the characteristics of effective goals? (Points : 10)

Identify counterpart organizational stress prevention methods to the individual stress prevention methods of learned optimism, time management, leisure time activities, physical exercise, relaxation training, diet, opening up, and professional help. (Points : 10)

What are ways of preventing and/or eliminating intergroup conflict within an organization? (Points : 10)

Question 1. Question : Identify the stages of group development in Tuckman’s 5-stage model, and briefly discuss the differences between the 5-stage model and Gersick’s punctuated equilibrium model.

Question 2. Question : Compare and contrast the bounded rationality and garbage can models of decision making.

Question 3. Question : What are some of the symbols of power found in many business organizations?

Question 4. Question : What are the major sources of interpersonal power according to French & Raven?

Question 5. Question : Briefly explain House's path-goal theory of leadership.

Question 6. Question : Distinguish between job enlargement and job enrichment, and provide an example showing any differences in these two job design approaches.

Question 7. Question : What are some distinguishing characteristics of the external environment of a large commercial airline such as American Airlines, United, or Delta?

Question 8. Question : Provide an organizational example of each of the following artifacts: personal enactment, ceremony, story, ritual, and symbol.

Question 9. Question : How can corporate leaders (the CEO and other top officers) shape, communicate, and reinforce organizational culture?

Question 10. Question : Briefly explain Lewin’s change model.