MGT 312 Entire Course

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MGT 312 Entire Course Link

https://uopcourses.com/category/mgt-312/

Contact Info: [email protected]

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MGT 312 Week 1 Knowledge Check

Complete the Week 1 Knowledge Check
Week 1 Knowledge Check
The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material.
Personalized Study Guide Results
Score 15 / 15
Concepts Mastery Questions
The four functions of management 100% • 1
• 2• 3
The role of organizational behavior 100% • 4
• 5• 6
The nature of personality and the Big Five personality traits 100% • 7
• 8• 9
Personality traits that are relevant to organizational behavior 100% • 10
• 11
• 12
The impact of ability on performance 100% • 13
• 14
• 15
Concept: The four functions of management
Mastery 100% Questions • 1
• 2• 3
Materials on the concept
• Managerial Functions
• Organizing
• Leading
• Controlling
1.
One of the four managerial functions involves grouping employees into departments and teams according to their skills and capabilities. This grouping is done to ensure that cooperation and communication are optimized for the accomplishment of organizational goals. Identify this managerial function.
• A.
Planning
• B.
Organizing
• C.
Controlling
• D.
Leading
2.
When managers play the role of coach or mentor, which managerial function are they primarily performing?
• A.
Organizing
• B.
Planning
• C.
Leading
• D.
Controlling
3.
Daniel is a project manager at Portrait Inc., an advertising agency. His eight-member-team is currently working on a new campaign, but it fails to meet its deadline. With the various organizational behavior tools at his disposal, Daniel is able to identify that the cause for the team's failure was its inability to work together. To correct this situation, Daniel divides the team into pairs of workers and assigns each pair a different and more specific task. In this scenario, which managerial function is Daniel primarily performing?
• A.
Planning
• B.
Mediating
• C.
Organizing
• D.
Controlling
Concept: The role of organizational behavior
Mastery 100% Questions • 4
• 5• 6
Materials on the concept
• What Is Organizational Behavior?
• The Nature of Organizational Behavior
4.
What is true about the nature of organizational behavior?
• A.
It studies how organizations respond to people and situations.
• B.
It is entirely based on intuition and instinct.
• C.
It focuses exclusively on the behavior of employees at senior levels of management.
• D.
It is examined at two main levels: the organization and the social structure in which the organization exists.
5.
Organizational behavior provides guidelines for managing behavior on the basis of:
• A.
intuitions.
• B.
feelings.
• C.
theories.
• D.
assumptions.
6.
Which of the following questions does organizational behavior best help answer?
• A.
Why are people introverted or extroverted?
• B.
Why do some people do well on their jobs while others don’t?
• C.
Why do some people develop mental health problems while others don’t?
• D.
Why do some people have high intellectual ability while others don’t?
Concept: The nature of personality and the Big Five personality traits
Mastery 100% Questions • 7
• 8• 9
Materials on the concept
• The Nature of Personality
• Individual Differences: Personality and Ability
• The Big Five Model of Personality
• Neuroticism
7.
Identify an accurate statement about the nature of personality.
• A.
Personality is not changeable.
• B.
Personality does not influence a person’s career choice and job satisfaction.
• C.
Personality reflects the regular patterns of a person’s behavior.
• D.
Personality is completely determined by nature.
8.
A collection of specific components that describes how a person generally feels, thinks, and behaves is known as a(n):
• A.
trait.
• B.
instinct.
• C.
complexion.
• D.
contingency.
9.
Derek is a highly-valued employee at his company. His bosses are delighted with his performance and believe that he is highly reliable. However, Derek's coworkers think that he puts too much pressure on himself. He is always stressed and has sleepless nights due to constant worry that his work is not good enough. In addition, he prefers to spend all his time at his desk in office and does not interact with anyone. In this scenario, which trait of the Big Five model of personality is Derek most likely high on?
• A.
Extraversion
• B.
Neuroticism
• C.
Agreeableness
• D.
Rationality
Concept: Personality traits that are relevant to organizational behavior
Mastery 100% Questions • 10
• 11
• 12
Materials on the concept
• Type A and Type B Personalities
• Other Organizationally Relevant Personality Traits
• Needs for Achievement, Affiliation, and Power
• Locus of Control
10.
Identify a difference between Type A and Type B individuals.
• A.
Type A individuals are relaxed and calm; Type B individuals are impatient and driven.
• B.
Type A individuals work best when they are alone; Type B individuals are better team players.
• C.
Type A’s are less prone to have coronary heart disease; Type B’s are more likely to have coronary heart disease.
• D.
Type A’s are best suited for long-term projects; Type B’s are best suited for short-term projects.
11.
Which of the following individuals is likely to be most effective as a leader or manager?
• A.
Joanna, who has a high need for power
• B.
Teresa, who has a high need for affiliation
• C.
Sita, who has a high need for approval
• D.
Chang, who has a low need for authority
12.
Zoe, a software engineer, receives the Employee of the Quarter award at the end of the first quarter. When her colleagues congratulate her, she states that she was just lucky because her boss was excellent and only gave her tasks that she found easy. In this scenario, what kind of control is Zoe demonstrating?
• A.
Upward locus of control
• B.
Downward locus of control
• C.
Internal locus of control
• D.
External locus of control
Concept: The impact of ability on performance
Mastery 100% Questions • 13
• 14
• 15
Materials on the concept
• Cognitive Ability
• The Nature of Ability
• Physical Ability
• Placement
• The Management of Ability in Organizations
13.
High deductive ability is most likely to be found in:
• A.
comedians.
• B.
waiters.
• C.
salespeople.
• D.
medical researchers.
14.
An example of a physical skill is:
• A.
manual dexterity.
• B.
static strength.
• C.
reaction time.
• D.
speed of arm movement.
15.
Derive Inc. is a content management company that has a huge demand for writers and editors. The company has just hired 100 new employees. A special team has been selected to ensure that these employees are matched accurately with the jobs they have the ability to do. In this scenario, for what function is the special team primarily responsible?
• A.
Placement
• B.
Training
• C.
Interviewing
• D.
Job analysis


MGT 312 Week 1 Organizational Behavior Paper
Write a 700- to 1,050-word paper explaining the role and purpose of organizational behavior.
• Explain the main components of organizational behavior.
• Note all the sub-components of each of the three main components.
• Provide examples of how these organizational behavior components relate to yourworkplace. Be sure to provide a concrete example of each one of the three components. Identify the sub-factor/s that each of the examples represent.
• How will knowledge of organizational behavior benefit you as a manager?
Include at least two scholarly citations from the library, in addition to any references from the textbook.

Click the Assignment Files tab to submit your assignment.

MGT 312 Week 2 Knowledge Check

Complete the Week 2 Knowledge Check
Week 2 Knowledge Check
The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material.
Personalized Study Guide Results
Score 18 / 18
Concepts Mastery Questions
Theories of work motivation 100% • 1
• 2• 3
How job design and goal setting theory influence motivation 100% • 4
• 5• 6
Perception, perceptual biases, and attribution theory. 100% • 7
• 8• 9
Strategies to manage diversity in the workforce 100% • 10
• 11
• 12
Job satisfaction and theories of job satisfaction 100% • 13
• 14
• 15
Consequences of job satisfaction 100% • 16
• 17
• 18
Concept: Theories of work motivation
Mastery 100% Questions • 1
• 2• 3
Materials on the concept
• Need Theory
• Maslow’s Hierarchy of Needs
• Expectancy Theory
• Instrumentality: What Is the Connection Between Job Performance and Outcomes?
• Equity Theory
Show More
1.
Emily is an ambitious worker whose performance has suffered since she joined her new company. Emily feels that even though she enjoys the work, feels safe, and enjoys the office's facilities, such as the cafeteria and the pool table, she has not been able to reach out to the others in the office. She has no friends and feels isolated. According to Maslow's hierarchy of needs, which of Emily's needs is most likely not being satisfied at her new job?
• A.
Existence needs
• B.
Belongingness needs
• C.
Safety needs
• D.
Physiological needs
2.
According to the expectancy theory of motivation, identify an accurate statement about instrumentality.
• A.
It is always positive.
• B.
It is always negative.
• C.
It should be low so that it enhances motivation.
• D.
It should be high so that it enhances motivation.
3.
Sameer perceives underpayment equity when he compares his outcome-input ratio to Lamar's. Sameer believes that he is putting in more effort and should therefore receive a larger hike in salary. To avoid this lack of equity, Sameer decides that he need not compare his outcome-input ratio to Lamar's; instead he should compare it to Adrian's. According to the equity theory of motivation, how is Sameer restoring equity?
• A.
By changing his inputs or outputs
• B.
By changing his referent's input or outputs
• C.
By changing his referent
• D.
By changing his organization
Concept: How job design and goal setting theory influence motivation
Mastery 100% Questions • 4
• 5• 6
Materials on the concept
• Job Design: The Job Characteristics Model
• Core Job Dimensions
• Job Design Models Summarized
• Job Design: The Social Information Processing Model
• Limits to Goal-Setting Theory
Show More
4.
Mia and Tanya are artists at Black and White Inc, an art gallery. Both Mia and Tanya are equally skilled and receive feedback from customers for their work. Mia creates her art pieces right from designing them to displaying the final product. Tanya is an in-house specialist, and provides finishing touches to pieces created by fresh art-school graduates. Mia seems to be more satisfied and motivated than Tanya. According to the job characteristics model, Mia is most likely high on which of the five core dimensions that affect intrinsic motivation?
• A.
Need for affiliation
• B.
Task identity
• C.
Locus of control
• D.
Task significance
5.
Which job design model focuses on both intrinsic and extrinsic motivation?
• A.
Scientific management model
• B.
Job characteristics model
• C.
Social information-processing model
• D.
Job enlargement model
6.
According to the goal-setting theory, which of the following statements is true?
• A.
Difficult goals lead to better performance than easy goals.
• B.
Vague goals lead to better performance than specific goals.
• C.
Quantitative goals are less effective than qualitative goals.
• D.
Difficult goals are less effective than moderate goals.
Concept: Perception, perceptual biases, and attribution theory.
Mastery 100% Questions • 7
• 8• 9
Materials on the concept
• Characteristics of the Target and Situation
• Social Status of the Target
• Primacy Effects
• Biases and Problems in Person Perception
• Attribution Theory
Show More
7.
Rhythms Inc. and Beats Inc. are two music institutes set to launch at the same time this year. Rhythms has been providing detailed information in the papers and on the Internet about the courses it offers. Beats has roped in Clara Carter, a famous guitarist, to appear in their ad campaign and perform at charity events across various cities. In the context of perception, which target characteristic is Beats focusing on, in order to be perceived well by potential students?
• A.
Ambiguity
• B.
Social status
• C.
Motivational state
• D.
Information
8.
Amit, a sales executive at Embellish Corp., has recently shown a fair amount of improvement in his performance. However, Naomi, Amit's manager, fails to recognize and encourage this improvement during his appraisal. She believes that Amit's productivity will always be average, since it has been that way for the past year. In this scenario, Naomi is a victim of which source of bias in perception?
• A.
Similarity effect
• B.
Halo effect
• C.
Contrast effect
• D.
Primacy effect
9.
Identify an accurate statement about the fundamental attribution error.
• A.
It occurs when an individual takes credit for successes and avoids blame for failures.
• B.
It occurs when another person’s behavior is attributed to situational factors.
• C.
It occurs when another person’s behavior is attributed to internal factors.
• D.
It occurs when an individual takes credit for successes and also accepts blame for failures.
Concept: Strategies to manage diversity in the workforce
Mastery 100% Questions • 10
• 11
• 12
Materials on the concept
• Effectively Managing a Diverse Workforce
• Mentoring Programs
• Diversity Training
• Sexual Harassment
10.
What is true about mentoring programs implemented to promote diversity in organizations?
• A.
Mentoring programs avoid using same-race mentor-protégé relationships.
• B.
Mentors are not suitable for minority women trying to start a business.
• C.
Mentoring programs can be formal or informal.
• D.
Mentors are not important for entry-level employees.
11.
When is diversity training most likely to be successful?
• A.
When it comprises of one single session of training
• B.
When there are no follow-up activities and evaluation
• C.
When it is supported by diversity-related activities
• D.
When the organization does not celebrate diverse events
12.
Asang, an employee at Bling Corp., has been expecting a promotion for the excellent work she has done. On the day of the announcement, her manager informs her that there is a problem with her promotion. He claims that he will have to pull strings to have her promotion approved. However, the process would be much simpler if she would return the favor by giving him some "special attention." What phenomenon is best exemplified in this scenario?
• A.
Hostile work environment sexual harassment
• B.
Quid pro quo sexual harassment
• C.
Sexual abuse
• D.
Sexual pedophilia
Concept: Job satisfaction and theories of job satisfaction
Mastery 100% Questions • 13
• 14
• 15
Materials on the concept
• Personality
• Job Satisfaction
• Theories of Job Satisfaction
• Herzberg’s Motivator-Hygiene Theory of Job Satisfaction
• The Discrepancy Model of Job Satisfaction
13.
The determinants of job satisfaction that an organization or manager cannot change in the short run are:
• A.
genetic factors.
• B.
social factors.
• C.
cognitive factors.
• D.
situational factors.
14.
Identify an accurate statement about Herzberg's motivator-hygiene theory of job satisfaction.
• A.
An employee can be either satisfied or dissatisfied with the job, not both.
• B.
An employee can be satisfied and dissatisfied with the job at the same time.
• C.
An employee’s satisfaction depends on hygiene needs.
• D.
An employee’s dissatisfaction depends on motivator needs.
15.
Tamara, a fine-arts graduate, is working at her first art agency. After almost six months, she reports that she is highly dissatisfied because the job does not meet her expectations. She expected the job to be flexible and well-paying, with a well-equipped office, and friendly coworkers. She also states that her friends are earning more and are happier with their jobs than she is. In this scenario, which theory or model of job satisfaction best explains Tamara's job dissatisfaction?
• A.
Mobley's model of the turnover process
• B.
Maslow's hierarchy of needs theory
• C.
The discrepancy model of job satisfaction
• D.
The steady-state theory of job satisfaction
Concept: Consequences of job satisfaction
Mastery 100% Questions • 16
• 17
• 18
Materials on the concept
• Absenteeism
• Potential Consequences of Job Satisfaction
• Does Job Satisfaction Affect Job Performance?
• Turnover
16.
According to the determinants of absenteeism, which factor affects the ability of an employee to attend work?
• A.
Job satisfaction
• B.
Absence policies
• C.
Health and illness
• D.
Job dissatisfaction
17.
According to research, which of the following is an accurate statement about job satisfaction and job performance?
• A.
Job satisfaction is not related to job performance in any significant way.
• B.
All employees are allowed to change their performance on jobs to indicate whether or not they are satisfied with the jobs.
• C.
Job satisfaction affects job performance, whether or not the satisfaction is relevant to the performance.
• D.
Job performance cannot lead to job satisfaction.
18.
Identify an accurate statement about Mobley's model of the turnover process.
• A.
It states that turnover is the temporary withdrawal of employees.
• B.
It involves an evaluation of costs and benefits.
• C.
It states that turnover is triggered by factors unrelated to job dissatisfaction.
• D.
It applies to employees who impulsively quit their jobs.

MGT 312 Week 2 Personality Impact Paper
Complete the personality assessments in Ch. 2 of Understanding and Managing Organizational Behavior:
Exhibit 2.5, 2.6, and 2.7 and 2.11
• Summarize the major aspects of your personality based on the personality assessment you completed as outlined in Exhibits 2.5,2.6 and 2.7. In each of these three assessments, give us your score and the possible range of scores. For example, in assessment 2,5. how many responses did you mark as true. Then we need to know where you fell within the range. Did you mark 5 out of 11 as true? Then give examples of how you display these behaviors from the asessment in your workplace.
• Based on Exhibit 2.11, summarize the cognitive abilities you have that apply to the workplace.
• What potential effects would your personality type and cognitive abilities have on the performance of an organization?
• How would you mitigate any shortcomings? What are the areas that are weaknesses and provide a concrete plan to address. A concrete plan includes the issues you want to address, the actions to correct, the time line, and the measurement system.
Write a 700 -1500 word paper addressing the topics above.
Include at least one scholarly source from the library in addition ot the textbook.
Since this is a paper about you personally, you do not have to avoid the use of the word "I", but it still should be APA formatted.


MGT 312 Week 2 Functions of Management Paper
Part 1
Please complete a charter for your Learning team.
Please submit it as a separate attachment to the assignment link for this week.
The charter form can be found by going to the UOP library homepage. It is in a box on the right hand side of this page labeled Learning Team Toolkit.

Part 2
Select an organization the entire team wants to address and write a 700- 1500-word paper covering the following:
• Describe the four functions of management.
• Provide an example of each of the four functions from the selected organization. How is that function performed in that organization?
Include at least two scholarly citations from the library in addiition to the textbook.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.


MGT 312 Week 3 Knowledge Check

Complete the Week 3 Knowledge Check
Week 3 Knowledge Check
The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material.
Personalized Study Guide Results
Score 15 / 15
Concepts Mastery Questions
Factors that affect group performance 100% • 1
• 2• 3
Techniques to reduce social loafing in groups 100% • 4
• 5• 6
Techniques for group decision making 100% • 7
• 8• 9
The five-stage model of group development 100% • 10
• 11
• 12
Tactics for effective group socialization 100% • 13
• 14
• 15
Concept: Factors that affect group performance
Mastery 100% Questions • 1
• 2• 3
Materials on the concept
• Process Losses and Performance
• How Task Characteristics Affect Group Performance
• Factors that Contribute to Group Cohesiveness
1.
What is the term used to describe performance hitches that arise most exclusively from lack of synchronization and enthusiasm among members of a group?
• A.
Process dividends
• B.
Process losses
• C.
Group exclusivity signs
• D.
Group singularity signs
2.
Identify an accurate statement about sequential task interdependence.
• A.
The main cause of process losses in sequential task interdependence is duplication of effort.
• B.
It is easy to measure individual performance in sequential interdependence.
• C.
Total group performance can be affected by a poorly performing member in sequential interdependence.
• D.
The occurrence of a mistake in a task is not carried forward till the end in sequential interdependence.
3.
Tara, a college freshman, is a talented singer and cheerleader. After various trials, she is offered a place in both the college choir and the cheerleading squad. However, she cannot be a part of both these groups because their practice schedules overlap. Both groups have the same number of members and are equally successful in the college community. However, the selection process for the choir is much more rigorous and it is considered more of an honor to belong to the choir. Therefore, Tara chooses to stay with the choir. In this case, which determinant of group cohesiveness has Tara most likely considered while making her decision?
• A.
Competition
• B.
Group size
• C.
Success rate
• D.
Exclusiveness
Concept: Techniques to reduce social loafing in groups
Mastery 100% Questions • 4
• 5• 6
Materials on the concept
• Social Loafing: A Problem in Group Motivation and Performance
• Ways to Reduce Social Loafing
4.
Identify the most accurate description of social loafing.
• A.
It is the inclination of group members to exert relatively less effort when working in a group than when working individually.
• B.
It is the degree to which performance of one group member affects the total performance of the group.
• C.
It refers to the situation in which members of a group evaluate each others' performances on a task.
• D.
It refers to the ease of gauging the individual performances of every team member in a group task.
5.
What is an effective technique to curb social loafing in work groups?
• A.
Making the work group as large as possible
• B.
Evaluating group performance only on a collective basis
• C.
Refraining from appreciating individual performances in a group
• D.
Dividing the work into specific tasks for group members
6.
Aiden, a software engineer, is a competent, hard-working, and disciplined employee. He is part of a seven-member team working on a high-budget project. The other members of Aiden's group are not as dependable as Aiden and often avoided the tasks assigned to them. Consequently, Aiden has to work twice as hard to make up for the incompetence of his group members. Eventually, Aiden starts to worry that others are taking advantage of his efficiency. Deciding to put an end to this, he started to cut back on his efforts. This brought down the productivity of the whole group and Aiden's individual performance. What concept is illustrated in this scenario?
• A.
Process gain
• B.
Sucker effect
• C.
Reciprocal theory
• D.
Group cohesiveness
Concept: Techniques for group decision making
Mastery 100% Questions • 7
• 8• 9
Materials on the concept
• Disadvantages of Group Decision Making
• The Delphi Technique
7.
Identify the type of faulty decision making in which members focus entirely on arriving at a common agreement and overlook crucial information or potential risks in the process of doing so.
• A.
Groupthink
• B.
Empowerment
• C.
Benchmarking
• D.
Critical thinking
8.
Identify a disadvantage of group decision making.
• A.
It limits the generation of different ideas and suggestions.
• B.
It increases the scope for factual errors and inaccuracy.
• C.
It is a time-consuming process as it takes a lot of time to consult every member.
• D.
It decreases the degree of acceptance of a decision among group members.
9.
An international pharmaceutical corporation wants to decide on the composition of a particular drug. The decision requires the opinions of experts, so a questionnaire is created and sent to the R&D experts in all of the company's different facilities. In two weeks' time, the questionnaires are filled and returned to the headquarters. Analysts evaluate the data from the questionnaires and arrived at a prospective composition for the drug. This is sent to the different R&D teams again for confirmation and suggestions. The process is repeated until an agreed-upon decision is made. Which group decision-making technique is illustrated in this scenario?
• A.
Brainstorming technique
• B.
Nominal group technique
• C.
Delphi technique
• D.
Unfocused group technique
Concept: The five-stage model of group development
Mastery 100% Questions • 10
• 11
• 12
Materials on the concept
• Group Development Over Time: The Five-Stage Model
10.
Identify the stage of Tuckman's five-stage model that immediately precedes the dissolving of the group after the members have achieved their goals.
• A.
Storming
• B.
Performing
• C.
Norming
• D.
Adjourning
11.
What is true about the norming stage of Tuckman's five-stage model?

• A.
It is characterized by conflicts and arguments among group members.
• B.
It is the stage in which members develop friendships and share common goals.
• C.
It is the stage in which members leave the group after finishing their tasks.
• D.
It is the stage in which members try to get familiar with each other.
12.
Ajima is part of a five-member group at her company. The group is responsible for making presentations and creating reports. To get the group started, Ajima tries to get to know everybody on her team. Without any discussion of leadership, she starts allocating tasks to the members of her group; this is met by resistance and conflict. Eventually however, the group begins to understand Ajima's leadership style and starts forming ties with each other and with Ajima. At the end of this stage, they start agreeing on common rules for behavior. In what stage of Tuckman's model is Ajima's group presently?
• A.
Adjourning
• B.
Forming
• C.
Norming
• D.
Storming
Concept: Tactics for effective group socialization
Mastery 100% Questions • 13
• 14
• 15
Materials on the concept
• Socialization and Role Orientation
• Socialization Tactics
13.
In which type of role orientation does a new employee exclusively follow predetermined instructions, norms, rules, and guidelines of existing group members at an organization?
• A.
Institutionalized role orientation
• B.
Individualized role orientation
• C.
Personalized role orientation
• D.
Creative role orientation
14.
Identify an accurate difference between fixed and variable tactics.
• A.
Fixed tactics lead members to develop a personalized role orientation, whereas variable tactics lead members to develop an institutionalized role orientation.
• B.
Fixed tactics involve giving newcomers proper information on specific phases of the initiation process, whereas variable tactics do not.
• C.
Fixed tactics allow newcomers to create innovative roles for themselves, whereas variable tactics do not.
• D.
Fixed tactics base the process and the speed of socialization entirely on the newcomer, while variable tactics do not.
15.
Sasha and Eric had applied to different sororities in their college. On being accepted, Sasha found that her sorority members were very friendly and welcoming. They seemed to enjoy having her with them and explained the norms of their group. Sasha was very comfortable and felt included in everything. Eric, on the contrary, had a rough experience. His fraternity members were rude and did not bother to explain the norms or include him in any activities of the fraternity. He was constantly insulted and often, had to run errands for the senior members. Identify an accurate statement among the following in the context of socialization tactics.
• A.
Sasha's sorority employs variable tactics; Eric's employs fixed tactics.
• B.
Sasha's sorority employs random tactics; Eric's employs sequential tactics.
• C.
Sasha's sorority employs disjunctive tactics; Eric's employs serial tactics.
• D.
Sasha's sorority employs investiture tactics; Eric's employs divestiture tactics.


MGT 312 Week 3 Motivating Employees Case Study
Complete the Closing Case "Motivating Employees at the SAS Institute" in Ch. 6 of Understanding and Managing Organizational Behavior.
Answer the four questions at the end of the case in 750 to 1,750 words.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
Hints:
1. Be sure to provide a definition of intrinsic and extrinsic motivation. They serve as your baseline for sorting the factors in the case into the correct categories.
2. Note that factors in the case which are provided to everybody regardless of performance are not motivators. Motivators are factors that are unique to each individual. Perks and benefits are given to all.


MGT 312 Week 3 Sodexo and Principle Financial Group Case Study
Complete the Closing Case "Sodexo and Principle Financial Group Recognized for the Effective Management of Diversity" in Ch. 4 of Understanding and Managing Organizational Behavior.
Answer the four questions at the end of the case in 700 to 1,500 words.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.


MGT 312 Week 4 Knowledge Check

Complete the Week 4 Knowledge Check
Week 4 Knowledge Check
The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material.
Personalized Study Guide Results
Score 12 / 12
Concepts Mastery Questions
Contemporary theories of leadership 100% • 1
• 2• 3
The nature and sources of power in organizations 100% • 4
• 5• 6
The nature of organizational conflict 100% • 7
• 8• 9
Strategies for dealing with conflict 100% • 10
• 11
• 12
Concept: Contemporary theories of leadership
Mastery 100% Questions • 1
• 2• 3
Materials on the concept
• Path-Goal Theory: How Leaders Motivate Followers
• The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making
• Leader–Member Exchange Theory: Relationships Between Leaders and Followers
1.
Which theory of leadership focuses on the fact that leaders must determine the outcomes that motivate their followers and then help their followers to receive these outcomes once they have accomplished their tasks?
• A.
Path-goal theory
• B.
Leader-member exchange theory
• C.
Fieldler's contingency model
• D.
Vroom and Yetton model
2.
What is a disadvantage of subordinates' participation in the decision-making process in an organization?
• A.
It adversely affects the work culture in an organization.
• B.
It reduces the willingness of employees to share important information with their leaders.
• C.
It slows down the decision-making process.
• D.
It reduces the effectiveness of the leader.
3.
Given below are some situations involving leader-subordinate relationships. Which of these illustrates a benefit of the leader-member exchange theory?
• A.
Jordan, a second-in-command sergeant, follows the orders from the commanding officer of his platoon, without question.
• B.
Carter coaches a football team; he seldom lets the players make their own decisions.
• C.
Connor is a senior executive manager at an investment bank; he does not entertain any informal conversations with his subordinates and insists that they follow a set of rigid norms.
• D.
Caleb is a head chef at a restaurant; he provides scope for his assistants to come up with
Concept: The nature and sources of power in organizations
Mastery 100% Questions • 4
• 5• 6
Materials on the concept
• Sources of Formal Individual Power
• Charismatic Power
• Centrality
4.
What is the power of a person to give increases in salaries, upgrades in job roles, formal compliments, exciting ventures, and other rewards to his or her subordinates known as?
• A.
Charismatic power
• B.
Reward power
• C.
Referent power
• D.
Expert power
5.
Which is a disadvantage of charismatic power?
• A.
Subordinates tend to sightlessly shadow their leader with misguided purposes.
• B.
Subordinates tend to get demotivated by their leader.
• C.
Subordinates tend to become disloyal to their leader.
• D.
Subordinates tend to contradict every decision made by their leader.
6.
Aurasium Inc., a large pharmaceutical giant, has been severely affected by market recession. After thorough evaluation, the company's top management has decided to downsize all its departments except research and development (R&D) because R&D is the most vital function of the organization. All R&D employees have been retained and the R&D unit continues to receive a major portion of the organization's annual budget to fund its operations. Which source of power has most likely given the company's R&D unit an advantage over the other units?
• A.
Ability to control contingencies
• B.
Centrality
• C.
Irreparability
• D.
Ability to control resources
Concept: The nature of organizational conflict
Mastery 100% Questions • 7
• 8• 9
Materials on the concept
• Scarcity of Resources
• Felt Conflict
• Manifest Conflict
7.
Identify a true statement about the sources of organizational conflict.
• A.
Homogeneity of functions of employees is a source of conflict.
• B.
Evenness among the organizational positions of employees is a source of conflict
• C.
Clarity on differentiation of formal authority is a source of conflict.
• D.
Scarcity of funds and means among divisions is a source of conflict.
8.
Which stage of Pondy's model of conflict is characterized by unpleasantness, lack of cooperation, and negative perceptions among the people involved?
• A.
Perceived conflict
• B.
Latent conflict
• C.
Manifest conflict
• D.
Felt conflict
9.
Cocoroma Corp. is an international coffee producer. Recently, workers at its coffee plantations demanded a raise in wages and asked the management to provide them with more affordable accommodation. These demands was outrightly denied by the management of Cocoroma; this resulted in the plantation workers going on strike. Which of the following statements about this scenario is most accurate in the context of Pondy's model of conflict?
• A.
The plantation workers are at the stage of manifest conflict.
• B.
The plantation workers are at the stage of conflict aftermath.
• C.
The plantation workers are at the stage of latent conflict.
• D.
The plantation workers are at the stage of perceived conflict.
Concept: Strategies for dealing with conflict
Mastery 100% Questions • 10
• 11
• 12
Materials on the concept
• Promoting Compromise
• Group-Level Conflict Management
10.
Which of the following techniques can be used by a manager to foster compromise among the parties involved in a conflict?
• A.
Focusing completely on the demands of the parties involved
• B.
Placing more emphasis on the problem involved in the conflict rather than on the people
• C.
Highlighting only selective objectives that the parties involved in the conflict share
• D.
Refraining from acknowledging the source of the conflict
11.
Identify the type of conflict negotiation in which the groups involved choose to evade the steps necessary to resolve the conflict.
• A.
Accommodation
• B.
Compromise
• C.
Competition
• D.
Avoidance
12.
UB and TUC are two high-school basketball teams with a history of rivalry. In their most recent game, the referee granted a penalty shot to the UB team, which was furiously opposed by the TUC team. A time-out was called and the referee tried to get the teams to compromise. However, this negotiation led only to further insults and violence between players because neither team was willing to give in. Which type of conflict handling is best illustrated in the scenario?
• A.
Norming
• B.
Avoidance
• C.
Competition
• D.
Storming

MGT 312 Week 4 Effective Strategies Paper
Write a 1,000- to 1,700-word paper that answers the following requirement.
Use an industry leader that has been instrumental in turning around a large company. Describe their team-building techniques and strategies used to transform their company. Use one of the following industry leaders:
• Jack Welch and his transformation of General Electric
• Alan Mulally and his transformation of the Ford Motor Company
Research what condition the company was in when they took over and where it is today.
In the condition section, be sure to address the financial, operating, and cultural conditionsbefore the new CEO took over. Then at the end of the paper, discuss the conditions of the three factors at the end of the CEO's tenure.
Investigate and discuss the strategy that was used to establish the teams and how the strategy was executed.
Use terminology to discuss team building strategies and leadership styles of the CEO.
Suggest other strategies could have worked in a similar situation? Provide rationale.A great way to uncover alternate strategies is to look at what critics are saying. Consider both leadership and strategic tactics that could have been used.
Include citations.
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.


MGT 312 Week 5 Knowledge Check

Complete the Week 5 Knowledge Check
Week 5 Knowledge Check
The material presented below is not meant to be a comprehensive list of all you need to know in the content area. Rather it is a starting point for building your knowledge and skills. Additional study materials are recommended in each area below to help you master the material.
Personalized Study Guide Results
Score 9 / 9
Concepts Mastery Questions
Human resources and the employment relationship 100% • 1
• 2• 3
Types of organizational structures 100% • 4
• 5• 6
How different organizational structures influence organizational culture 100% • 7
• 8• 9
Concept: Human resources and the employment relationship
Mastery 100% Questions • 1
• 2• 3
Materials on the concept
• Human Resources and the Employment Relationship
1.
What organizational structure is a firm most likely to adopt when it has a large pool of experts in specific job roles?
• A.
A rigid structure
• B.
A centralized structure
• C.
A supervised structure
• D.
A flexible structure
2.
Identify a situation in which an organization is most likely to adopt a structure that allows its employees freedom in decision making.
• A.
When the employees are dispensable to an organization
• B.
When the employees are young and are yet to gain experience
• C.
When the organization's relationship with its employees is lengthy and agreeable
• D.
3.
Lila is a neurosurgeon at the Haletrust hospital. She makes all her own decisions, without having to consult her superiors. This is because she is an expert in her field and is an employee the hospital cannot afford to lose. In addition, the hospital knows that Lila needs her autonomy and independence in decision making. In this context, what organizational structure would suit Lila best?
• A.
A flexible structure
• B.
A fixed structure
• C.
A controlled structure
• D.
A formal structure
Concept: Types of organizational structures
Mastery 100% Questions • 4
• 5• 6
Materials on the concept
• Functional Structure
• Geographic Structure
• Divisional Structures: Product, Market, and Geographic
4.
Identify an advantage of implementing a single functional structure in an organization.
• A.
It makes it easier to supervise employee performance and reward good performance.
• B.
It makes it easier to control activities when the organization diversifies its product lines and markets.
• C.
It makes it easier to cater to the demands of a wide range of international customers.
• D.
It makes it easier to service the requirements of different types of customer groups.
5.
What is the organizational structure exclusively based on the locational differences of an organization's operations known as?
• A.
Product structure
• B.
Geographic structure
• C.
Market structure
• D.
Customer structure
6.
Mechalium Inc. is a company that is structured according to the locations of its units: in the eastern, central, and western regions of Cetria. Zoemetra Corp., a competitor in terms of its size, product lines, and markets is structured according to the goods and services it offers. It has one branch, located in the northern region of Cetria. From the following statements, identify a statement that holds true in this case.

• A.
Mechalium has a geographic structure, while Zoemetra has a product structure.
• B.
Both companies are structured geographically.
• C.
Mechalium has a product structure, while Zoemetra has a geographic structure.
• D.
Both companies are structured according to product.
Concept: How different organizational structures influence organizational culture
Mastery 100% Questions • 7
• 8• 9
Materials on the concept
• Organizational Structure
7.
Identify an organizational structure that leads to an organization's culture being high on originality and adaptability.
• A.
Tall structure
• B.
Organic structure
• C.
Mechanistic structure
• D.
Centralized structure
8.
Javier works at an advertising agency where employees are encouraged to be innovative and free. The company's employees mostly work in parallel teams that are equally involved in decision making. On the contrary, Anna works at an investment bank where all decisions are officially made, following rigid norms of the organization's hierarchy. The only form of communication between all employees is formal and through official channels. In this context, which statement among the following is true?
• A.
Anna works in an organization that has a decentralized structure.
• B.
Anna works in an organization that reinforces the cultural norms of individuality and personal authority.
• C.
Javier works in an organization that is highly centralized.
• D.
Javier works in an organization that encourages an informal organizational culture.
9.
What statement accurately brings out the relationship between an organization's structure and its culture?
• A.
An organization with a centralized structure creates cultural values that promote employees' uniqueness and insightfulness.
• B.
An organization with a decentralized structure creates cultural values that promote employees' conformity.
• C.
An organization with a centralized structure creates cultural values that reinforce employees' compliance and deference.
• D.
An organization with a decentralized structure creates cultural values that weaken employees' ersonal authority.


MGT 312 Week 5 Leveraging Organizational Behavior and Management to Maximize Business Success Presentation
Choose an organization that the team has some familiarity with.
Imagine that your team is a group of experts in the principles of business organization and management. You have been invited to present at a conference held for some of the top executives at Fortune 500 companies. Your assigned topic is Leveraging Organizational Behavior and Management to Maximize Business Success.
Create a 15- to 20-slide Microsoft® PowerPoint® presentation in which you address the following:
• Introduction to leadership
o Explain the contemporary theories and styles of leadership prevalent in companies today.
o Describe the contemporay theory and leadership style demonstrated within the chosen organization.
o Explain the differences between management and leadership.
o Explain how cultivating leadership skills in managers can benefit the organization.
• Organizational culture
o Describe how managers, when applying leadership principles, can contribute to a healthy organizational culture.
o Cite specific examples from the selected organization.
• Organizational power and politics
o Describe the influence of power and politics within your selected organization.(Be sure that you consider the policital influence the company might exert in the industry)
o Describe the types of power in your organization
o Explain who in the chosen department holds the real power and why.
• Conflict management
o Describe an example of conflict that occurred within the selected organization.
o Explain the strategies that were used to manage that conflict situation, including their level of effectiveness. Use terminology from the readings to describe the type of conflct and the method used to resolve the conflict.
o Determine other strategies that you would recommend to manage that conflict example.
Support your presentation with the concepts discussed in class and in the text, and your personal experiences.
Include the speaker notes to explain the key points in your presentation.
Include citations.
Format your presentation consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.


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