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DEVRY MGMT 591 Final Exam Guide Set 2 NEW .pdf


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DEVRY MGMT 591 Final Exam Guide Set 2 NEW
Check this A+ tutorial guideline at
http://www.assignmentcloud.com/mgmt-591devry/mgmt-591-final-exam-guide-set-2-new

For more classes visit
http://www.assignmentcloud.com
1.

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these questions

2.
SA
1.
(TCOs A and B) Organizational behavior
is an interdisciplinary body of knowledge with strong ties to
several academic disciplines. Please identify three of the four
primary areas.
3.
SA
1.
(TCOs A and B) OB defines stress in
terms of both work stressors and life stressors. Please identify
four common sources of stress at work.

4.
SA
1.
(TCOs A and B) Please identify and
briefly explain two of the five dimensions of national culture.

5.

SA
1.
(TCOs A and B) What is organizational
learning? Why is it important for firms to emphasize
organizational learning?
6.

SA

1.

(TCOs A and B) What is the goal in

studying and applying organizational behavior concepts? Pick
one of the four organizational behavior disciplines and use a
brief example to describe how it relates to this goal.

7.
SA
1.
(TCOs A and B) Identify the main
elements included in affective events theory. Select any two of
these elements, and provide an example of how the factor can
influence an employee’s job performance and satisfaction.

8.
SA
1.
(TCOs A and B) What is organizational
behavior, and to what degree do you think an understanding of
it may increase one’s managerial success in the workplace?

9.
10.

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11
SA
2.
(TCO D) Please define self-managing
teams and identify three of the five tasks a true self-managing
team is responsible for.

12.
SA
2.
(TCO D) Referring to the team decision
making process, define consensus and unanimity, and explain
the difference between the two.

13.
SA
2.
(TCO D) There are six methods that
teams use to make decisions. Identify and define three of the

six.
14.
SA
2.
(TCO D) What is groupthink? Why can
groupthink be detrimental to effective group functioning?

15.
SA
2.
(TCO D) What factors determine
whether teams are successful? Please briefly describe each
factor.
16.

17.

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these questions

18.
SA
3.
(TCO E) Please define and explain the
difference between functional conflict and dysfunctional
conflict.
19.
SA
3.
(TCO E) Identify and define four of the
seven key elements in the communication process. Give a
specific example of a possible breakdown in a communication
flow.

20.
SA
3.
(TCO E) Please identify and give
examples of four of the five direct conflict management
strategies.

21.
SA
3.
(TCO E) Please identify and give
examples of four of the five indirect conflict management
strategies.

22.

SA
3.
(TCO E) Identify four of the barriers to
effective communication and give an example of each.

23.
SA
3.
(TCO E) Based on the value of
leadership communication and conflict management skills
presented in the course, list a minimum of five major conflict
resolution techniques that allow managers to control
dysfunctional conflict or increase conflict when it is too low
between parties. Support each technique with a clear and
concise example of a manager's application of each technique
during conflict resolution situations in the workplace.
24.
SA
3.
(TCO E) Define the term channel
richness as it relates to the communication process. Briefly
describe and defend which level of richness you would select
when addressing a workplace conflict in the antecedent stage.

25.

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26.

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these questions

27.

SA
4.
(TCO E) What is leadership, and how
does it differ from management?

28.
SA
4.
(TCO E) Define power from an
organizational behavior perspective. What is the difference
between power and influence?

29.
SA
4.
(TCO E) There are two forms of
personal power. Select one of the forms. Explain the theory of
how this power comes to be and is used. Then provide an
example of a person who possesses this type of power and how
he/she uses it.

30.

SA
4.
(TCO E) Compare and contrast charismatic
and transformational leadership styles. Provide two
characteristics of each leadership style.

31.
SA
4.
(TCO E) Differentiate between trait
theories of leadership and behavioral theories of leadership.
Describe each and give an example of each type of leadership.

32.

33.

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these questions

34.
SA
5.
(TCOs F and G) Explain how
interpersonal conflict occurs, and give two examples of
substantive conflict and two examples of emotional
interpersonal conflict.
35.
SA
5.
(TCOs F and G) Although conflict is
usually considered a negative experience to be avoided, it
actually has the potential to produce positive organizational

outcomes. Please identify three ways in which conflict can be a
positive influence.

36.
SA
5.
(TCOs F and G) Describe and illustrate
with an example an advantage that face-to-face communication
has over written communication. Describe and illustrate with
an example an advantage that written communication has over
face-to-face communication.

37.

SA
5.
(TCOs F and G) Workplace deviance is
costly to both organizations and employees. Victims of
workplace deviance suffer from stress-related conditions,
decreased productivity, and low morale, and are more likely to
leave the organization. How can norms be used to reduce
deviant workplace behavior?

1.

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these questions

2.
EQ
1.
(TCO B) Faxco Incorporated is a
business with 500 employees. The CEO of the company has
recently learned, based on employee surveys, that the
employees are not very happy with the company. In fact, the
CEO is starting to believe that this may be the reason why Faxco
is experiencing slower sales and a recent budget crisis that
threatens to shut down the company in three years if it is not
fixed.
You are a consultant, and the CEO has asked you to visit the
company for a week and analyze what might be going wrong.

Here are your notes from the week.
(1) Attended Manager 1's staff meeting. He has 200 employees
working under him. Manager 1 talked about the recent budget
problems that Faxco is having. He said, "It's not like we didn't
know this was coming. The company makes a junky product
compared to our competitors, and half the time, I think the
manufacturing department is cutting corners." Manager 1 was
overheard telling an employee, "I don't blame anyone if they
are looking for work elsewhere."
(2) You overheard three employees talking after Manager 1's
staff meeting. Employees are upset about the idea that the
manufacturing department might be cutting corners and
creating junky products. The company advertises its products
as having the finest quality and durability.
(3) You attended Manager 2's staff meeting. He runs the tech
department and has 20 employees. He was very upset with the
marketing department. He stated, "Someone over in marketing
reported to the CEO that a computer technician from this
department was rude to them. I did not even ask who it was
that was supposedly being rude. I know we're all techies in this
department together and we don't behave that way." He also
read an e-mail from a customer who said that someone from
the tech department was rude. His response was, "All these
customers do is complain. It's us versus them apparently, so we
have to watch out."
In light of what you learned in MGMT591 about diversity, job
satisfaction, and attitudes, please write up a neatly-organized
analysis for the CEO.

3.

EQ
1.
(TCO B) What is an attitude? Discuss the
three basic components of an attitude.

4.
EQ
1.
(TCO B) Discuss and provide examples
of best practices an organization can implement to leverage
diversity in areas such as group management, recruiting,
hiring, retention, and development practices to increase an
organization’s competitive advantage.

5.
EQ
1.
(TCO B) Just as Judy Garland and Mickey
Rooney cried, "Let's put on a show!" to solve problems in their
1940s movie lives, many businesses cry "Let's build teams!" to
attack problems ranging from low productivity to poor morale,
high costs, and missed deadlines. Likewise, in our Week 3 Case
Study, Building a Coalition, we had a team begin to form to
address problems in the Washington, DC school system.
Employee teams intuitively seem to be a great idea and are
certainly a growing trend.
Use your newfound knowledge of teams and discuss the
following three elements:
(a). Describe the stages of group development. Why is it
important that managers have an understanding of the group
development process? (15 points)
(b). Identify and discuss three group property or team process
elements you feel are most important in building a high
performing team. (15 points)
(c). Identify and discuss at least TWO factors that determine
whether teams are successful. (15 points).
6.
EQ
1.
(TCO B) Researchers report that heredity has
a strong influence on an individual’s personality. What are the
implications of this in organizational settings?

7.

EQ
1.
(TCO B) John supervises five employees at a
local manufacturing office and is trying to decide how to
motivate them. The office is rather small and his employees
work an eight hour day with only a 30 minute break for lunch
(and they eat at their desks). He thinks that giving them a
monetary bonus or a raise might be the way to get the group to
start producing more. Discuss why money might not be a
motivator to these employees, and what action could be taken
instead to get them motivated.

8.
EQ
1.
(TCO B) You are the manager of a business
that cleans airliners. You are contracted by airlines to perform
quick cleanups on planes between flights, as well as more
extensive cleanings while planes are parked overnight. The
airline industry is facing financial pressures and these
pressures have trickled down to you. The airlines are having
their planes cleaned less often and, as a result, they are dirtier
when they are cleaned. It also seems like passengers are
increasingly likely to leave really gross stuff behind.
The work is difficult. Your employees have not received raises
in some time, and it likely that they won’t receive raises in the
near future. The employees, individually and as a group, are
quite open about not liking their jobs. Your managers are
placing pressure on you to make the employees more
productive. You subscribe to the theory that workers who are
more satisfied with their jobs are more productive. You cannot
give the employees raises, but you do have a very limited
amount of discretionary funds. What can you do to increase the
workers’ level of job satisfaction? Provide five specific steps
you could take.

9.

EQ
1.
(TCO B) Juanita Perez strongly believes
in working for a company which promotes diversity. She is
currently enrolled with you in a graduate program with a major
in human resources management; and, she aspires to become a
Chief Diversity Officer (CDO) in an organization respectful of
differences. You have taken several courses with her; and, you
both have discussed the fact that adult learners want to be
involved and gain more exposure in the operations of the
company they work for. You understand that she is searching
for a new job.
Recently, Juanita attended an interview, where she was told
that the company follows policies which focus on
organizational diversity. This was very encouraging; and, she
left the interview with a very positive feeling. Based on what
she learned about selecting the right job early in one’s career,
she decided to research the company’s claims. In addition, she
wanted to look back on the Life Style Inventory data results
(LSI) to review her personality traits and interests before
considering taking a job if it was offered from this company.
Three days later, Juanita received a telephone call from the
Human Resources department offering her the position she
interviewed for the week prior. Based on the research findings
she gathered after her visit to the company, and your
understanding of using the LSI assessment tool for career
decisions, please offer Juanita your recommendation based on
the data she shared with you about the organization she is
thinking about joining. She has to respond back with her
decision within 48 hours; and, emailed you for your
constructive analysis of the data and advice. Reflect on the
research findings below, and prepare a detailed email with

your recommendation. Substantiate your argument and be
specific to accept or turn down the job offer. Juanita’s research
about the company includes:
85% percent of the top management positions in the company
are held by men.
She is the only Hispanic, Spanish speaking female in this
division.
The workforce is not dominated by any specific ethnic or racial
group.
The employees she talked with during her interview believe
that they are treated equally in spite of differences in
performance.
Juanita’s LSI assessment points out positive leadership
attributes and communication skills verbal/written.

10.

11.

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these questions

12.
EQ
2.
(TCO E) You lead a team of marketing
professionals. At a recent team meeting, Curtis and Andrea got
into an argument in front of you and are no longer speaking to
each other. Curtis came to you and complained that Andrea
always tries to get all of the attention. Andrea came to you with
that same complaint about Curtis after the argument. Recently
you and your entire team took the Life Styles Inventory (LSI).
Andrea is Conventional while Curtis is Competitive. Your style
is Humanistic-Encouraging. You plan to hold a meeting with the
three of you. What four specific things will you cover, and how

will you approach each part of the communication differently
based on the LSI results?

13.
EQ
2.
(TCO E) Mary has accepted a position as
director of a non-profit organization that represents a cause
she deeply believes in. Her pay is $28,000 per year. Her
position allows considerable flexibility, which is critical given
her three school age children and family needs. Additionally,
Mary works with many peers who she respects and her
leadership essentially allows her the freedom to make
decisions without too much upper management review. Mary’s
husband Bill works as a Computer Engineer for a large
consulting firm. His pay is $95,000 per year. Bill’s work
requires many late hours and weekends, as well as a
considerable travel demand. This means that Bill misses much
of the children’s growing up experiences and that Mary has to
carry those responsibilities alone. Bill’s peers are extremely
competitive and the nature of the role allows little
collaboration. Additionally, Bill’s boss is extremely aggressive
and a micromanager. He and Bill clash constantly, and the boss
has been very antagonistic and anxious that Bill is “out for his
job.” Bill and Mary live in a part of the country where the
median wage for a professional is approximately $65,000. Mary
and Bill’s dinner time conversations seem to regularly revolve
around how dissatisfied they both are with their careers.
Evaluate reasons why each seems dissatisfied and recommend
how each can work to improve their levels of satisfaction in the
workplace. What are their choices if they cannot resolve their
concerns?

14.
EQ
2.
(TCO E) Describe the communications
process in detail, including all key parts and their particular

function; as well as movement of the communications. Provide
examples of each part and elaborate on each example.
15.
EQ
2.
(TCO E) The use of social networking by
professionals in the workplace as a means of communication is
increasing dramatically. Describe how the use of social
networks enhances or reduces productivity at an
organizational level. Discuss how their social and work uses
affect employee attitudes and behaviors.
16.
17.

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these questions

18.
EQ
3.
(TCO E) Eagle Standard Inc., (ESI) a
major engineering firm, specializes in designing aircraft parts
for government contracts. ESI employs project managers and
42 engineers who are divided into project groups of six to
seven members. The majority of project team leaders have
spent time in France and Britain learning new technology. The
Eagle 6 Project Team, consisting of six engineers, is developing
new equipment for a jet fighter. The project has been ongoing
for 18 months, and all six engineers have been with this project
group since its inception, working together on all of these
projects. Eagle 6 works well together.
However, the Eagle 6 team has the most technical project, and
its engineers have been working too much overtime. The senior
project manager, Bruce Chalnick, interviewed and hired a new
engineer to help out, Richard Hue. Richard has good
qualifications and seems to be knowledgeable and motivated.
The work is challenging and gives him the opportunity to
showcase his computer skills and engineering knowledge. Two
weeks in, he quickly became a contributing member of the

team, showing initiative and the willingness to work overtime
and weekends to research possible solutions to potential
problems. Richard was particularly adept with the computer
system, and Bruce is ecstatic about his new hire. Richard is a
loner, on and off the job. He is from Country X, a small island
with a high power-distance culture; all of the other members of
the team were born and raised in the United States.
After three months, Richard's learning curve had just about
peaked, and he began to suggest new ways of doing things. He
offered to mentor the other engineers, but each time he was
rebuffed. He then went to Bruce Chalnick and asked for another
part of the program to work on. At that point, a senior member
of Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim
stated he was speaking for the rest of the team, and said
Richard is stuck up and arrogant. Tim said he and the other
team members felt Richard flaunts his education and
knowledge, and none of them like him. In fact, they can't stand
him.
Bruce told Tim that Richard thinks that the rest of the team are
slackers who talk about bowling and sports instead of working.
Richard thinks he is disliked because he's from Country X.
Bruce wants to keep everyone in the company, and more
importantly within the team, so how should Bruce handle this
problem? Detail what he should do by applying at least two
conflict management methods to enhance group and team
performance. Include roles and decision making in your
response.
19.
EQ
3.
(TCO E) As a manager of people, it is
inevitable that you will have to deal with conflict issues. In our
studies, we have identified the need to resolve conflict when it
is seen to be counter to the organization’s goals, and in some
cases, to stimulate conflict to arrive at organizational goals or
increase performance. Select any two of the nine conflict-

resolution techniques. Explain how each technique could be
used to reduce or eliminate conflict. Provide an example
scenario for each. (15 points for each technique with an
example scenario.) Select one of the four conflict-stimulation
techniques. Explain how that technique could be used to
improve a group’s performance. Provide an example scenario.
(15 points)

20.
EQ
3.
(TCO E) In the small town of Evansville,
Indiana, Amberville Textiles was not producing parachute and
military blankets as it did in its height of success thirty years
ago. When Joe Harley, the middle-level manager of the
production department at Amberville was laid off, many
employees who worked under him became apprehensive about
their job security. They were aware of the current trend toward
laying-off employees in the textile industry.
The termination of their manager, combined with the fact that
the plant had performed only moderately well in the last two
quarters, led the employees to believe that they were at a high
risk of losing their jobs as well. Rumors had spread about
impending lay-offs and the human resources manager was just
developing the first formal inter-departmental communication
network for managers to put into place the same week Joe
Harley left the organization.
Analyze the current organizational and inter-departmental
structure; then, prepare a clear, concise process-improvement
strategy plan, which you will present in writing to the President
and Human Resources Manager. Include specific examples of
current communication issues and specific suggestions for
improvement. Conclude with two recommendations for how
the inter-departmental communication conflicts could be

altered to improve accurate and timely communication and
productivity within the current workforce.

21.
EQ
3.
(TCO E) You are the chair of the newly
formed Campus Speaker Committee, a student organization
that selects campus speakers. The funding for speakers
selected by the committee comes from a wealthy, respected
alumnus who wants more controversial speakers to speak to
students on campus. The alumnus gave the school a $50,000
endowment earmarked for this purpose. However, his
endowment is contingent upon students’ ability to choose
speakers without interference from faculty and administration.
The Campus Speaker Committee has selected Representative
Baker, a Republican member of Congress who is actively
involved in a number of controversial political issues and is an
alumnus of your college. The board of trustees for the college is
thrilled with the choice of a conservative speaker, but many
students on campus have given the announcement a lukewarm
reception. Three days before the speaker’s scheduled visit, an
article in the student newspaper reveals that Representative
Baker was a member of a white supremacist group when he
was in college. The article reports that the white supremacist
group still exists, and it lists the group’s website, which is full of
racist statements.
Many students and faculty are now denouncing the Campus
Speaker Committee for inviting such a person. The trustees and
the school’s president downplay the representative’s former
involvement in the group and continue to support his speaking
on campus. The committee now must meet to decide whether
or not to revoke Representative Baker’s invitation to speak on
campus.

Please respond to each of the following questions:
As the chair, consider potential barriers to effective
communication and which communication strategies you
would recommend to help committee members to (a) to
minimize the possibility of groupthink; (b) to reach consensus
if not unanimity. Why?
Specific conflict management (resolution and stimulation)
techniques might help you to negotiate an optimal solution?
Discuss. Why?
How will you use the “dimensions of conflict handling
intentions” to address any conflict that may arise between
committee members? Why?

22.
EQ
3.
(TCO E) William Smith and Julia Morin met
each other during cycling competitions in Brooklyn, New York
two years ago. Each of them worked in specialty bicycle shops
in Manhattan as high-end mechanical technicians. Recently,
they began to ‘dream’ about the possibility of combining the
two shops; then, starting up a third shop in Brooklyn. Their
shop owners loved the idea, but the twenty-five current
employees in each of the downtown Manhattan shops
considered the start-up store in Brooklyn a threat.

23.

24.

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these questions

25. EQ 4.
(TCOs C and D) Identify the five stages of team
development, and explain what happens at each stage. Give a
specific example from your own experience to highlight one of
the stages.
26.
EQ
4.
(TCOs C and D) When a team works
together, it has a huge range of skills available that it can utilize
to deliver extraordinary results. Explain how organizations can
create team players.
27.
EQ
4.
(TCOs C and D) Congratulations! Your
manager just informed you that you’ve been promoted to the
team lead role for a multi-functional, virtual team. The stakes
are high. The deliverables for this team are essential to the
organization’s strategic goals. Most of the team interaction will
be online and your charter is to effectively manage the team,
keep executive management updated on the status of critical
milestones, and maintain a high performing team. Using the
Team Effectiveness Model as a foundation, analyze and
prioritize one solution from each category of the model
(context, composition, and process) that you believe creates the
best foundation for your team’s success. Provide your rationale
for your recommended solutions.

28.
EQ
4.
(TCOs C and D) The amount of cohesiveness
and diversity found within teams can have both positive and
negative effects upon a team’s performance. Answer the
following.
(a). Describe how a team’s level of cohesiveness could have a
negative impact upon performance.

(b). List four ways to increase team cohesiveness.
(c). How can increasing diversity in team membership decrease
the team’s performance? d. Indicate two ways to improve
performance within diverse teams.
29.
EQ
4.
(TCOs C and D) Monica was recently
promoted to the manager role for a large function in her
organization that oversees global regulatory compliance for the
company’s products. Her prior department—Customer
Complaints—is just one of the functional groups that provide
input for her new department’s charter. Monica is tasked with
revising a set of complex processes to improve the quality and
timeliness of regulatory reporting, and she has asked you for
some recommendations about team format. Considering the
numerous inputs and outputs of the affected processes, and the
global reporting requirement, should Monica create a crossfunctional team, a problem-solving team, a virtual team, or a
hybrid? After careful analysis, write up your recommended
team format and defend your reasons for the type of team
Monica should establish.

30.

EQ
4.
(TCOs C and D) Managers and leaders
must possess good communication skills in order to be
successful and achieve their goals. However, there are many
barriers to effective communication. Please describe five
common barriers to effective communication that managers
and leaders often need to overcome. Evaluate each of the five
barrier’s significance to the communication process. Then,
identify an action that a manager or leader could take to
overcome each barrier.


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