Question: Discuss why managers should always try to

> What norms do you think would be important in teams composed of millennials and baby boomers?

> Why are some organizations deliberately putting millennials on teams with baby boomers?

> Why might teams composed of millennials and baby boomers benefit from having moderate levels of group cohesiveness?

> What are some of the potential advantages of teaming up millennials with baby boomers?

> What could group members have done differently to increase group effectiveness?

> What could the group’s leader or manager have done differently to increase group effectiveness?

> Was social loafing a problem in this group? Why or why not?

> How cohesive was the group? Why do you think the group’s cohesiveness was at this level? What consequences did this level of group cohesiveness have for the group and its members?

> Which management approach (for example, Theory X or Y) do you propose to use to run your organization? In 50 or fewer words write a statement describing the management approach you believe will motivate and coordinate your subordinates, and tell why you

> What were the group’s norms? How much conformity and deviance existed in the group?

> How large was the group, what type of task interdependence existed in the group, and what group roles did members play?

> Were group members motivated to achieve group goals? Why or why not?

> What type of group was this?

> Would you advise Caruso to try to engage in transformational leadership in this situation? If not, why not? If so, what steps would you advise her to take?

> What steps would you advise Caruso to take to increase the decorators’ motivation to deliver high-quality customer service?

> Given what you have learned in this chapter (for example, from the behavior model and path-goal theory), does Caruso seem to be performing appropriate leader behaviors in this situation? What advice can you give her about the kinds of behaviors she shoul

> Analyze the sources of power that Caruso has available to her to influence the decorators. What advice can you give her to either increase her power base or use her existing power more effectively?

> Either alone or in a group, think about the ethical implications of the use of coercive power.

> To what extent do managers and organizations have an ethical obligation to put limits on the amount of coercive power that is exercised?

> Use the principles of Weber and Fayol to decide on the system of organization and management that you think will be most effective for your growing organization. How many levels will the managerial hierarchy of your organization have? How much authority

> Imagine that you are working in an organization in an entry level-position after graduation and have come up with what you think is a great idea for improving a critical process in the organization that relates to your job. In what ways might your superv

> Discuss why some people still think men make better managers than women even though research indicates that men and women are equally effective as managers and leaders.

> Describe what transformational leadership is and explain how managers can engage in it.

> Discuss why substitutes for leadership can contribute to organizational effectiveness.

> Discuss why managers might want to change the behaviors they engage in, given their situation, their subordinates, and the nature of the work being done. Do you think managers can readily change their leadership behaviors? Why or why not?

> For your current job or for a future job you expect to hold, describe what your supervisor could do to strongly motivate you to be a top performer.

> Think of specific situations in which it might be especially important for a manager to engage in consideration and in initiating structure.

> Describe the steps managers can take to increase their power and ability to be effective leaders.

> Find an example of a company that has dramatically turned around its fortunes and improved its performance. Determine whether a transformational manager was behind the turnaround and, if one was, what this manager did.

> Interview a manager to find out how the three situational characteristics that Fiedler identified affect his or her ability to provide leadership.

> Which parts would be the most important for an effective system to organize and control employees?

> Do you think Cox is high on emotional intelligence? Why or why not?

> Do you think Cox is a transformational leader? Why or why not?

> What traits do you think he is high on, and to what extent does he engage in consideration and initiating structure?

> How would you describe Chris Cox’s personal leadership style, and what sources of power does he possess?

> What signs, if any, did this leader show of being a transformational leader?

> What steps did this leader take to motivate his or her followers? Were these steps appropriate or inappropriate? Why?

> From what you know, do you think this leader was a task-oriented leader or a relationship-oriented leader? How favorable was this leader’s situation for leading?

> What kinds of behaviors did this leader engage in? Were they appropriate for the situation? Why or why not?

> What sources of power did this leader have? Did the leader have enough power to influence his or her followers?

> Design a plan to increase the motivation of pressers to do a top-notch job on all clothes they press, no matter how difficult.

> How do the various management theories discussed in this chapter offer clues for organizing and controlling hotel employees?

> How would you characterize your supervisor’s approach to management? For example, which particular management tasks and roles does this person perform most often? What kinds of management skills does the manager have?

> Design a plan to increase the motivation of spotters to remove as many stains as possible even when they are not being watched by a partner.

> Given what you have learned in this chapter, design a plan to increase the motivation of clerks to provide prompt service to customers even when they are not being watched by a partner.

> Discuss the extent to which you believe that you have a motivation problem in your stores.

> Under what conditions might contingent pay be most stressful and what steps can managers take to try to help their subordinates perform effectively and not experience excessive amounts of stress?

> Either individually or in a group, think about the ethical implications of closely linking pay to performance.

> Discuss why two people with similar abilities may have very different expectancies for performing at a high level.

> Describe three techniques or procedures that managers can use to determine whether a goal is difficult.

> Analyze how professors try to promote equity to motivate students.

> Describe why some people have low instrumentalities even when their managers distribute outcomes based on performance.

> For each managerial task, list the issues to solve, and decide which roles will contribute the most to your restaurant’s success.

> Interview a manager in an organization in your community to determine the extent to which the manager takes advantage of vicarious learning to promote high motivation among subordinates.

> Interview three people who have the same kind of job (such as salesperson, waiter/waitress, or teacher), and determine what kinds of needs each is trying to satisfy at work.

> Would a shortened workday motivate you to do a better job? Why or why not?

> Do you think a shortened workday would help improve productivity and decrease worker stress levels? Explain.

> How might providing employees with a shortened workday contribute to motivation from an equity theory perspective and from a need theory perspective?

> What would be your level of self-efficacy on this job? Why would your self-efficacy be at this level? Should your manager take steps to boost your self-efficacy? If not, why not? If so, what would these steps be?

> To what extent would you be motivated by self-control on this job? Why?

> Would there be any vicarious learning on this job? Why or why not?

> What behaviors would your manager positively reinforce on this job? Why? What positive reinforcers would your manager use?

> What needs would you strive to satisfy on this job? Why? What role would your manager play in helping you satisfy these needs?

> Discuss the most important decisions that must be made about (a) planning, (b) organizing, (c) leading, and (d) controlling, to allow you or your partners to use organizational resources effectively and build a competitive advantage.

> What goals would you strive to achieve on this job? Why? What role would your manager play in determining your goals?

> Whom would you choose as a referent on this job? What steps would your manager take to make you feel that you were being equitably treated? What would you do if, after a year on the job, you experienced underpayment inequity?

> What would be your levels of expectancy and instrumentality on this job? Which outcomes would have high valence for you on this job? What steps would your manager take to influence your levels of expectancy, instrumentality, and valence?

> Describe the pay level and pay structure of your consulting firm.

> Describe how you will appraise the performance of each group of employees and how you will provide feedback.

> Describe the training and development the engineers, the clerical/secretarial workers, and the MBAs will receive.

> Describe the steps you will take to recruit and select (a) the engineers, (b) the clerical/secretarial workers, and (c) the MBAs.

> Do you think managers should feel free to socialize and become good friends with their subordinates outside of the workplace if they so desire? Why or why not?

> Either individually or in a group, think about the ethical implications of managers’ becoming friendly with subordinates.

> Explain why union membership is becoming more diverse.

> Which building blocks of competitive advantage do you need to establish to help your restaurant succeed? What criteria will you use to evaluate how successfully you are managing the restaurant?

> Discuss why two restaurants in the same community might have different pay levels.

> Evaluate the pros and cons of 360-degree performance appraisals and feedback. Would you like your performance to be appraised in this manner? Why or why not?

> Describe the type of development activities you think middle managers are most in need of.

> Discuss why training and development are ongoing activities for all organizations.

> Discuss why it is important for human resource management systems to be in sync with an organization's strategy and goals and with each other.

> Interview a manager in a local organization to determine how that organization recruits and selects employees.

> Would you ever rely on a website like this to help you find a position? Why or why not?

> What are the potential advantages of online job searching and recruiting? What are the potential disadvantages?

> What can managers do to prepare their employees for a shift away from annual reviews and annual salary increases?

> From an employee viewpoint, do you think replacing small annual increases with bonuses based on performance is equitable? Why or why not?

> Decide what each partner’s managerial role in the restaurant will be. For example, who will be responsible for the necessary departments and specific activities? Describe your management hierarchy.

> From a managerial perspective, what are some potential disadvantages of ongoing, informal performance reviews?

> What levels of pay and benefits are provided for this job? Are these levels appropriate? Why or why not?

> How is performance of this job appraised? Does performance feedback contribute to motivation and high performance on this job?

> What training and development do people who hold this job receive? Are the training and development appropriate? Why or why not?

> How are people recruited and selected for this job? Are the recruitment and selection procedures the organization uses effective or ineffective? Why?

> What relative importance do you put on (a) output control, (b) behavior control, and (c) organizational culture in this design?

> Design the control system that you think will best motivate salespeople to achieve these goals.

> Similarly, some organization’s cultures seem to develop norms and values that cause their members to behave in unethical ways. When and why does a strong norm that encourages high performance become one that can cause people to act unethically? How can o

> Either by yourself or in a group, think about the ethical implications of organizations’ monitoring and collecting information about their employees. What kinds of information is it ethical or unethical to collect? Why? Should managers and organizations

> What are the main obstacles to organizational change? What techniques can managers use to overcome these obstacles?

> What steps might you take to prevent such unethical behavior and encourage people to behave in an ethical way?

> What kind of controls would you expect to find most used in (a) a hospital, (b) the Navy, (c) a city police force? Why?

> Why is it important for managers to involve subordinates in the control process?

> How do output control and behavior control differ?