saint mba530 all modules discussions latest 2017 november

Module 1 discussion 1. After reading Hofstede’s dimensions of cultural differences in Chapter 2 (pages 4044) 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 at 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. Module 2 discussion For this discussion 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? 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. Module 3 discussion This 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. Module 4 discussion This 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. Module 5 discussion This 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. 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. Module 6 discussion 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? Module 7 discussion 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?