Foundations of Organizational Structure Essay

TUNKU ABDUL RAHMAN COLLEGEABDM2083 judicature & mankind imaginativenesstutorial 1 public Introduction1. Ice-breaking session.2. Self-introduction by tutor and students.3. Briefing on course requirements.4. Tutorial expectations and administer upicipation.5. Briefing on throng Report & Oral Presentation (requirements and expectations). 6. Team formation for Group Report. (4 part per convocation)7. Tutor assigns question and time for viva presentation & group report ** Oral presentation and group report submission eitherow for starts from run forweek 3 to 5****Important note**Students ar required to sit for one (1) online teston Week 3. Please make sure that you atomic numeral 18registered on a lower floor this course and be able to nettleto CEL to take the test.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & humansity imaginationtutorial 2Topic 1 Foundations of Organizational social structure start A Multiple alternative Questions1) The ________ refers to the number of subordinates that a manager directs. A) span of controlB) whiz of commandC) chain of commandD) decentralization principleE) attractionship web2) A undertaking that is subdivided into near separate communication channels is considered to live________. A) a luxuriously breaker point of departmentalizationB) a low degree of decentralizationC) a elevated degree of practise distinctionD) a low degree of structureE) a high degree of matrix structuring3) Aeronautics Inc., a parts supplier, has departments for g all overnment aircraft and contracts, large commercial aircraft clients, and tenuous in the flesh(predicate) aircraft clients. This is an example of ________ departmentalization.A) productB) functionC) geographyD) customerE) service4) Stalsberry Company has employees in personnel, sales, and accounting. This division of an organic law into groups according to work functions is an example of ________, the second element of structural establishment.A) social clusteringB) bureaucratismC) specializationD) centralizationE) departmentalization5) The unbroken line of function that extends from the hap of the scheme to the lowest echelon and clarifies who reports to whom is boundaryed ________. A) chain of commandB) authorityC) span of control.D) unity of commandE) web of authority6) Which one of the pastime is consistent with a innocent structure? A) highcentralizationB) high horizontal differentiationC) high employee discretionD) standardizationE) bureaucracy7) Which of the undermentioned is a drawback of a narrow span of control? It ________. A) reduces in force(p)nessB) is much efficientC) encourages too tight supervision and discourages employee autonomy D) empowers employeesE) increases participatory ratiocination- qualification8) In an presidential term that has high centralization, ________. A) the corporate headquarters is placed centrally to branch bump offices B) all top level officials atomic number 18 located withi n the same geographical area C) action drop be taken more quickly to solve problemsD) new employees have a great deal of legitimate authorityE) top managers make all the decisions and turn down level managers merely carry out bursting chargesTUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCEtutorial 3Topic 2 Organizational Culture element A disputeion Question1) Explain the primary methods of keep abreasting an organizations market-gardening. Once a culture is in place, in that respect are practices within the organization that act to maintain it by giving employees a come of similar experiences. Three forces play a particularly grave part in nurseing a culture extract practices, the actions of top counselling, and socialization methods.a) First, the unambiguous goal of the plectron process is to identify and hire personistics who have the knowledge, skills, and abilities to run thejobs within the organization successfully. It would be naive to sac k that the final decision as to who is hired lead be signifi digesttly regularized by the decision shapers judgment of how well the raftdidates will fit into the organization. This attempt to ensure a proper match, whether intentionally or inadvertently, expirations in the hiring of people who have values fundamentally consistent with those of the organization, or at least(prenominal) a hefty portion of those values. In addition, the option process provides information to applicants astir(predicate) the organization. Candidates learn about the organization and, if they perceive a counterpoint surrounded by their values and those of the organization, they can self-select themselves out of the applicant pool.b) In addition to selection, the actions of top forethought likewise have a major affect on the organizations culture. done what they say and how they behave, senior executives establish norms that filter down by means of the organization as to whether pretend taking is desirable how frequently independence managers should give their employees what is appropriate dress what actions will manufacture off in terms of contain raises, promotions, and new(prenominal) rewards and the like.c) Finally, no matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organizations culture. Beca social function they are unfamiliar with the organizations culture, new employees are potentially potential to disturb the teachings and customs that are in place. The organization will, in that locationfore, want to help new employees adapt to its culture. This adaptation process is called socialization. This is when the organization seeks to run the outsider into an employee in good standing. Employees who fail to learn the essential or pivotal per centumage ports risk be labeled nonconformists or rebels, which frequently leads to expulsion. But the organization will be socializing every(prenominal) employee, though maybe not as explicitly, through with(predicate)out his or her entire career in the organization. This barely contributes to sustaining the culture.2) Explain how an institutionalized culture can be a barrier to diversity. quarter how an organization could expend the trio forces at play in sustaining a culture to help create a assorted workforce.By limiting the function of dealable values and tendencys, unbendable cultures put considerable pressure on employees to conform. In some instances, a strong culture that condones prejudice can even undermine semi-formal corporate diversity policies. Strong cultures can also be liabilities when they support institutional bias or develop insensitive to people who are different.Hiring new employees who differ from the majority in race, age, gender, dis mogul, or new(prenominal) characteristics creates a paradox management wants to demonstrate support for the differences these employees bring to t he workplace, but newcomers who wish to fit in must accept the organizations core cultural values. Beca uptake diverse behaviors and unique strengths are likely to diminish as people attempt to assimilate, strong cultures can generate liabilities when they effectively lead these advantages. The explicit goal of the selection process is to identify and hire individuals with the knowledge, skills, and abilities to perform successfully. Taking diversity into consideration at this phase does not have to be antagonistic to the culture.The final decision, because its significantly enamourd by the decision makers judgment of how well the candidates will fit into the organization, identifies people whose values are essentially consistent with at least a good portion of the organizations. Looking beyond arise level differences at the selection phase will help create a diverse workforce. Through words and behavior, senior executives establish norms that filter through the organization ab out, for instance, whether risk taking is desirable, how much freedom managers should give employees, what is appropriate dress, and what actions pay off in terms of pay raises, promotions, and other rewards. Management actions should be inclusive and non-prejudicial to create a diverse and utilitarian culture. During the metamorphosis stage of socialization management should use institutional practices to encourage personorganization fit and high levels of commitment.3) What are the three stages of socialization through which employees frame indoctrinated into an organizations culture?The three stages of socialization are prearrival, encounter, and metamorphosis. a) The prearrival stage effs that each individual arrives with a sterilize of values, attitudes, and expectations. These cover twainthe work to be done and the organization. b) Upon entry into the organization, the new member enters the encounter stage. Here the individual confronts the possible dichotomy amidst her expectations and reality. c) Finally, the new member must work out any problems discovered during the encounter stage. This may mean going through changes hence, this is called the metamorphosis stage.4) Discuss the difference mingled with strong and weak organizational cultures and discuss the effect that a strong culture can have on an acquisition or merger. Strong cultures have a greater impact on employee behavior and are more directly related to reduced turnover. In a strong culture, the organizations core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values is, the stronger the culture is. A strong culture will have a great influence on the behavior of its members because the high degree of sharedness and intensity creates an familiar climate of high behavioral control.One specific result of a strong culture should be lower employee turnover. A strong culture demonstrates high agreemen t among members about what the organization stands for. Such consonance of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees propensity to leave the organization. In recent years, cultural compatibility has become the primary concern. All things beingness equal, whether the acquisition actually works seems to have more to do with how well the two organizations cultures match up. The primary cause of failure is involutioning organizational cultures, when people simply dont match up. Therefore, when considering an acquisition or merger, management would study to carefully evaluate the cultures of each organization.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 4Topic 3 Foundations of Group Behavior & Understanding blend in TeamsPart A parole Question1) List and briefly describe the stages in the five-stage model of groupdevelopment. The five-stage group development model characterizes groups as proceeding through five distinct stages forming, storming, norming, performing, and adjourning. a) Forming is characterized by a great deal of uncertainty about the groups purpose, structure, and attractionship. Members are testing the waters to fancy what personas of behavior are acceptable.b) In the storming stage, members accept the existence of the group, but there is resistance to the constraints that the group imposes on individuality. There is conflict over who will control the group.c) The third stage is one in which windup human relationships develop and the group demonstrates cohesiveness. There is now a strong sense of group identify and camaraderie. This norming stage is complete when the group structure solidifies and the group has assimilated a common set of expectations of what defines correct member behavior. d) The fourthly stage is performing. The structure at this point is fully functional and accepted. Group energy has moved from get to know and underst and each other to performing the task at hand.e) In the adjourning stage, the group prepares for its disbandment. superior task military operation is no womb-to-tomb the groups top priority. Instead, attention is directed toward wrap up up activities.2) Design the most effective aggroup to figure out ways to reduce the number of preparation hours for conveyance products overseas for your company. Choose the shell of police squad up from one of the four principal team types. Describe your teams context, composition, and process parameters.Answers will vary. A problem-solving team is probably the best type of team for this task. In a problem-solving team members share ideas or suggest how work processes and methods can beimproved. The problem-solving team will offer ideas to management. Together they discuss ways of improving quality, efficiency, and the work environment.The team will need information on what products are being shipped and howlong each of them takes, as well as details on the current procedures. Adequate information is essential. A firm goal of reducing the hours played out must be established by a leader. The group should be comprised of workers and management with expertise in the shipping department procedures. The team should have five members, three management and two people from shipping and packaging. The process parameters should be clearly outlined, with goals of exactly how much time involve to be shaved off of packaging processes.3) Explain the difference between groupthink and group shift. Give an example to support your answer.Groupthink is related to norms. It describes berths in which group pressures for conformity deter the group from critically appraising strange, minority, or unpopular watchs. Groupthink is a affection that attacks many groups and can dramatically hinder their work. Group shift indicates that in discussing a given set of alternatives and arriving at a solution, group members tend to exaggerate th e initial positions that they hold. In some situations, caution dominates, and there is a conservative shift. More often, however, the evidence indicates that groups tend toward a risky shift. Students answers may vary.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 5Topic 4 Motivation ConceptsPart A Discussion Questions1) oppose and contrast a manager that implements possibleness Y and one that adheres to the expectancy guess. How would each choose to prod their employees? surmise Y managers assume that employees can apparent horizon work as being as native as rest or play, and therefore the average person can learn to accept, even seek, responsibility. Theory Y assumes that higher-order needs dominate individuals. Theory Y managers would contend that ideas much(prenominal) as participative decision making, answerable and challenging jobs, and good group relations are approaches that would maximize an employees job motive. A Theory Y manager believe s that the employee is inherently make as long as the conditions respect his intellect and character. A Theory Y manager would work hard to include the employee in decision making concerning his job, to adjoin work environment preferences, and to make sure the work is stimulating.Expectancy hypothesis proposes that employees will be incited to exert a high level of effort when they believe it will lead to a good performance appraisal that a good appraisal will lead to organizational rewards such(prenominal) as bonuses, salary increases, or promotions and that the rewards will satisfy the employees personal goals. An expectancy theory manager would focus much more on the reward expectations of the employee, versus the psychologic expectations. It would be important for the manager to understand the personal goals that the employee strives to achieve so that he can be appropriately rewarded and praised.2) Describe Maslows pecking order of needs including the types of needs and ho w they become dominant.Maslows hierarchy of needs hypothesized that within every human being there exists a hierarchy of five needs.a) The physiological needs include hunger, thirst, shelter, sex, and other bodily needs. b) Safety includes security and protection from personal and emotional harm. c) Social includes affection, belongingness, acceptance, and friendship. d) Esteem includes internal appraise factors such as self-respect, autonomy, and achievement and external esteem factors such as status, credit place, and attention. e) Self-actualization is the drive to become what one is capable of becoming includes growth, achieving ones potential, and self-fulfillment.As each of these needs becomes substantially satisfied, the next need becomes dominant. So if you want to motivate someone, according to Maslow, you need to understand whatlevel of the hierarchy that person is currently on and focus on satisfying those needs at or above that level3) harmonise to Two-Factor Theory , how might a manager motivate employees?According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. Therefore, managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not inescapably result in motivation. Conditions surrounding the job such as quality of supervision, pay, company policies, physical functional conditions, relations with others, and job security were characterized by Herzberg as hygiene factors. When they are adequate, people will not be dissatisfied neither will they be satisfied. If we want to motivate people on their jobs, Herzberg suggested accenting factors associated with the work itself or to outcomes directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility, and achievement. These are the characteristics that people baffle intrinsically rewarding.TUNKU ABDUL RAHMAN COLLEGEA BDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 6Topic 5 Motivation From Concepts to ApplicationsPart A Discussion Questions1) List and describe THREE (3) different variable-pay programs. Be sure to include piece-rate plans, profit-sharing plans, and gainsharing.a) Piece-rate plans. In piece-rate pay plans, workers are paid a fixed sum for each unit of achievement completed. When an employee gets no base salary and is paid only for what he or she produces, this is a pure piece-rate plan.b) Merit-establish pay. Merit-based pay plans also pay for individual performance. However, unlike piece-rate plans, which pay based on objective output, merit-based pay plans are based on performance appraisal ratings.c) Profit-sharing. Profit-sharing plans are organization-wide programs that distribute compensation based on some established formula designed around a companys profitably.d) Bonuses. Bonuses can be paid altogether to executives or to all employees. Many companies now routinely reward production employees withbonuses in the thousands of dollars when company net income improve.e) Skill-Based Pay. Skill-based pay (also called competency-based or knowledge-based pay) sets pay levels on the basis of how many skills employees have or how many jobs they can do.f) ESOPs. Employee stock ownership plans (ESOPs) are company-established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefits.g) Gainsharing. Gainsharing is a formula-based group incentive plan. Improvements in group productivity determine the total amount of money that is to be allocated. By foc utilize on productivity gains rather than profits, gainsharing rewards specific behaviors that are less influenced by external factors. Employees in a gainsharing plan can receive incentive awards even when the organization isnt profitable. 2) Compare and contrast the benefits of intrinsic rewards such as recognition and extrinsic rewards such as pay as forms of motivat ion.Organizations are increasingly recognizing that both intrinsic and extrinsic rewards are important. Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form of compensation systems. Intrinsic rewards range from a spontaneous and private thank-you to widely publicized formal programs in which specific types of behavior are encouraged and the procedures for attaining recognition are clearly place.Pay, an extrinsic reward, is not the primary factor driving job satisfaction, however, itdoes motivate people, and companies often underestimate its importance in keeping top talent. No matter how much recognition a top performer gets, he will be tempted to leave if the pay scale is much lower than the market and other offer arrives. Recent survey data indicate most employees dont see a strong connection between pay and performance. Variable pay structures, such as bonuses are often the best production motivators. When pay is tied to performance, th e employees earnings also recognize contribution ratherthan being a form of entitlement. Over time, low performers pay stagnates, while high performers enjoy pay increases commensurate with their contributions.An obvious advantage of intrinsic rewards like recognition programs is that they are tacky since praise is free. However, they are highly susceptible to political manipulation by management. When applied to jobs for which performance factors are relatively objective, such as sales, recognition programs are likely to be perceived by employees as fair. However, in most jobs, the criteria for good performance arent self evident, which allows managers to manipulate the system and recognize their favorites. cry out can undermine the value of recognition programs and demoralize employees. Research suggests financial incentives may be more motivating in the short term, but in the long run intrinsic incentives will continue good employees if the extrinsic incentives are competitive .3) What is employee conflict and why is it important. Give two examples. Employee involvement is be as a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizations success. The underlying logic is that by involving workers in those decisions that affect them and by increasing their autonomy and control over their work lives, employees will become more motivated, more committed to the organization, more productive, and more satisfied with their jobs. Examples of employee involvement include a) Participative management. Participative management programs use joint decision making. Subordinates actually share a significant degree of decision-making power with their immediate superiors.b) Representative participation. Representative participation refers to worker representation by a small group of employees who actually participate on the board. The goal is to redistribute power within an organization, putting struggle on a more equal footing with the interests of management and stockholders.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 7Topic 6 What do Managers Do & LeadershipPart A Multiple choice Questions1) Which of the following is most likely to be a belief held by a successful manager? A) skillful knowledge is all that is needed for success.B) It is not essential to have sound interpersonal skills.C) skillful skills are necessary, but insufficient alone for success. D) Effectiveness is not impacted by human behavior.E) Technical skills do not influence efficiency.2) Which of a managers primary functions requires the manager to define an organizations goals, establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and arrange activities? A) controllingB) planningC) staffingD) coordinatingE) leading3) As a manager, one of Joes duties is to present awards to expectant employees within his depa rtment. Which Mintzberg managerial part is Joe acting in when he does this? A) lead roleB) liaison roleC) monitor roleD) figurehead roleE) spokesperson role4) Jill is valued by her colleagues for her ability to perform effective break-even analysis on upcoming ventures. In this case, her colleagues value her for competencies that fall within which essential management skills categories?A) technicalB) communicationC) humanD) conceptualE) education5) Leadership is best define as ________.A) the ability to influence a group in goal achievementB) keeping order and consistency in the midst of changeC) implementing the vision and strategy provided by management D) coordinating and staffing the organization and handling day-after-day problems E) not a relevant variable in modern organizations6) The two dimensions of lead behavior identified in the University of Michigan studies are ________.A) coercion and motivationB) emotional and rationalC) employee-oriented and production-oriented D) initiating structure and considerationE) mental institution and completionPart B Discussion Questions1) Describe the three essential management skills that differentiate effective managers from ineffective ones. Provide a workplace example of how these skills could be utilise when dealing with the challenge of a workplace recession. The three essential management skills identified by researchers are technical, human, and conceptual.Technical skills are defined by the ability to apply specialized knowledge or expertise. Human skills are defined by the ability to work with, understand, and motivate other people. Finally, conceptual skills are defined by the ability to crumple and diagnose complex situations.In a time of recession human skills are essential to motivate fearful employees and to create a positive work environment. They would also be necessary in the gist of workplace staff reduction. Technical skills could be applied in the area of expertise to raise production an d, combined with conceptual skills, can be utilise to look for small market niches and ways to dissect the industry to continue to make a profit until times are better.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 8Topic 7 LeadershipPart A Multiple prime(a) Questions1) Hersey and Blanchard veritable which of the following?A) situational lead theoryB) cognitive choice theoryC) managerial grid modelD) path-goal theoryE) cognitive orientation model2) Hersey and Blanchards leadership theory differs from other leadership theories primarily because it ________.A) explores the role of the expectations of the leader for the helper B) focuses on the chaseC) holds that leadership style should be dependent on the situation D) is normativeE) deals strictly and exclusively with contingencies3) What is the main principle of path-goal theory?A) Successful leadership is achieved by selecting the properly leadership style. B) Stress is a form of situational unfavo rableness and a leaders reply to it depends on his or her intelligence and experience.C) Effective group performance depends on the proper match between the leaders style and the degree to which the situation gives control to the leader. D) Leaders establish a special relationship with a small group of their pursual because of time pressures.E) The leader is responsible for providing followers with the information, support, or other resources necessary for them to do their jobs.4) Which of the following is not a find characteristic of a charismatic leader? A) sensitivity to follower needsB) unconventional behaviorC) vision and articulationD) task orientationE) willingness to take risks5) Researchers are conducting a study of a company called solar apex Corp, which they believe to be led by a transformational leader. Which of the following, if true, would most support the conclusion that tiptops leader is a transformational leader? A) Acmes top managers often conflict over defin ing the organizations goals. B) Acmes goals tend to be very ambitious and to hold personal value for employees.C) Creativity is discouraged among Acme employees.D) Acme managers are cautious and rarely take risks.E) Acmes compensation plans are designed to reward short-term results. 6) Leaders who clarify role and task requirements to accomplish established goals exhibit a _________ style of leadership.A) transformationalB) transactionalC) charismaticD) self-initiatingE) situational7) Richard is a transactional leader who has just assigned a series of tasks to a acoustic projection team. Which of the following is most likely to be true about the teams performance under Richards guidance?A) They will set new standards of productivity for the department, exceeding Richards expectations.B) They will see the goals set for them but are unlikely to go beyond those goals. C) They will tend to be ill-defined about the roles assigned to each team member. D) They will be highly motivated b y what they view as Richards heroic or extraordinary qualities.E) They will tend to put their individual self-interest above the interests of the company. Part B Discussion Questions1)Compare and contrast Hersey and Blanchards situational leadership theory with Houses path-goal theory.Hersey and Blanchards situation leadership theory is a contingency theorythat focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders. The term readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers lack of ability and high relationship orientation to get the follower to buy into the leaders desires if followers are able and unwilling, the leader needs to use a supportive and participative style and if the employee is both able and willing, the leader doesnt need to do much. Path-goal theory was developed by Robert House.The essence of the theory is that its the leaders job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to theachievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors.The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are tractile and that the same leader can display any or all of these behaviors depending on the situation.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 9Topic 8 CommunicationPart A Multiple quality Questions1) Communication serves all of the following functions within a group or organization except ________.A) motivationB) planningC) emotional expressionD) controlE) conveying information2) Alejandro is annoyed that the new recruit, Ben, is working immediate than anyone else in the group, making the rest of the group look bad. In the company cafeteria Alejandro teases Be n and calls him the super recruit and imitates his style of working so rapidly. Alejandro wants to intimidate Ben so that he will work slower. Which function of communication is Alejandro using by making fun of Ben?A) motivationB) controlC) expressionD) informationE) formal3) Helena and Laura were talking on the call. Lauras two year old son fell and started crying and Laura could no longer hear what Helena said. This is an example of ________.A) transmittingB) decodingC) noiseD) understandingE) analysis4) The communication use by managers to provide job instructions is ________ communication.A) downwardB) lateralC) formalD) directionalE) diagonalPart B Discussion Questions1)Describe the communication process. Include the communication process model and explain the eight parts of this model.Before communication can take place, a purpose, expressed as a message to be conveyed, is needed. It passes between a sender and a pass catcher. The message is encoded (converted to a symbolic form) and passed by way of some medium (channel) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is a transfer of meaning from one person to another.The key parts of the communication process are1)the sender2)encoding3)the message4)the channel5)decoding6)the receiver7)noise8)feedbackThe source initiates a message by encoding a thought. The message is the actual physical product from the source encoding. The channel is the medium through which the message travels. The receiver is the object to whom the message is directed. The symbols must be translated into a form that can be understood by the receiver. This is the decoding. Noise represents communication barriers that fudge the clarity of the message. The finallink is a feedback loop.2) Explain how the word of mouth functions and why it exists in organizational communication. Describe the general direction of communication and the form of communication most commonly used in the grapevin e. What can a manager do to limit the negative effects of the grapevine?The informal communication system is the grapevine. While it is informal it is still an important source of information. A survey found that 75 share of employees hear about matters eldest through rumors on the grapevine. The grapevine has three main characteristics. First, it is not controlled by management. Second, most employees perceive it as more believable and reliable than formal communiqus issued by top management. Finally, it is largely used to serve the interests of the people within it. Rumors emerge as a response to situations that are important to us, when there is ambiguity, and under conditions that arouse anxiety.The fact that work situations frequently contain these three elements explains why rumors flourish in organizations. The secrecy and competition that typically prevail in large organizations, encourage and sustain rumors on the grapevine. A rumor will persist either until the wants and expectations creating the uncertainty are fulfilled or the anxiety has been reduced.The grapevine generally follows lateral communication in which persons from the same hierarchical levels begin to communicate messages. Very rarely does management participate in the grapevine. In fact, one study reported that management only relayed messages to the grapevine ten percent of the time. Generally oral communication is used to relay grapevine information, although written e-mail can be used as well, but is considered less safe for function reasons.Managers can not entirely eliminate rumors. What they should do is minimize the negative consequences of rumors by limiting their range and impact. The best way to reduce the negative consequences of rumors is to 1) Provide information 2) Explain actions and decisions that may appear inconsistent, unfair, or secretive 3) Refrain from shooting the messenger and 4)Maintain open communication channels.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZA TION & HUMAN RESOURCETUTORIAL 10Topic 9 Conflict ManagementPart A Multiple Choice Questions1) The traditional view of conflict is the belief that conflict is ________. A) harmfulB) naturalC) necessaryD) situationally-dependentE) neutral2) Which of the following is not a cause of conflict, according to the traditionalist view? A) general poor communication between peopleB) lack of openness in the organizationC) trust between people in the organizationD) management failure to be responsive to employee needsE) management failure to be responsive to employee aspirations 3) The ________ view of conflict argues that conflict is necessary for a group to perform effectively.A) human relationsB) interactionistC) traditionalD) functionalE) reactive4) ________ conflicts are almost always dysfunctional.A) TaskB) JobC) RelationshipD) ProcessE) Functional5) The first stage of the conflict process is termed ________. A) cognition and personalizationB) behavioral manifestationC) potential oppositio n or inconsistencyD) intentionE) habituation6) High job specialization can lead to ________ conflict.A) communicationB) structuralC) personal-variableD) job-relatedE) team7) In which stage are conflict issues defined?A) potential oppositionB) cognition and personalizationC) intuitionsD) behaviorE) reaction and transference8) The conflict-handling intention of col cranchating is ________. A) assertive and un conjunctB) assertive and cooperativeC) unassertive and uncooperativeD) unassertive and cooperativeE) affective and reflective9) Angelina feels that her cubicle neighbor talks too loudly on the phone, but in other ways she is a great neighbor. Angelina gets annoyed every time her neighbors phone rings, but she has decided its simply not worth the trouble to talk to her neighbor. Angelinas conflict intention is called ________.A) competingB) avoidingC) accommodatingD) compromisingE) collaborating10) Which of the following is not a conflict-resolution technique? A)creating superord inate goalsB) appointing a fanatics advocateC) avoiding the conflictD) exercising authoritative commandE) generating additional resources11) Stage II of the conflict process deals with conflict being ________. A) perceived and feltB) apparent and experiencedC) expressed and perceivedD) expressed and covertE) internalized12) Irma does not like a few of the standard operating procedures adapted for the new project. However, she discussed the items with the team and told them that she realizedshe was in the minority and that she would adapt the new procedures to maintain smooth operations within the team. This type of intention is called ________. A) sacrificingB) accommodatingC) collaboratingD) compromisingE) competingTUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 11Topic 10 Power and PoliticsPart A Multiple Choice Questions1) Power can be defined as ________.A) the ability to influence the behavior of othersB) the actualization of the dependency of othersC ) congruence between the goals of the leader and those being led D) downward influence on ones followersE) upward influence on ones leaders2) One reacts to ________ power out of fear of the negative ramifications that might result if one fails to comply.A) legitimateB) coerciveC) punitiveD) referentE) abusive3) The power that the College Dean has been granted by the University over the faculty is termed ________ power.A) academicB) positionalC) legitimateD) organizationalE) balanced4) Power tactics can be defined as ________.A) the only legitimate sources of powerB) techniques for translating power bases into specific action C) strategies for host and maintain supportD) organizational structural characteristicsE) approaches for winning arguments5) Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager threatens to withhold her promotion. Which power tactic is being used?A) exchangeB) ingratiationC) pressureD) personal appealsE) ins pirational appealsPart B Discussion Questions1) Contrast leadership and power.Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. A second difference relates to the direction of influence. Leadership focuses on the downward influence on ones followers. Itminimizes the importance of lateral and upward influence patterns. Power does not.Still another difference deals with research emphasis. Leadership research, for the most part, emphasizes style. It seeks answers to such questions as How supportive should a leader be? How much decision making should be shared with followers? The research on power encompasses a broader area and focus on tactics for gaining compliance. Power can be used by groups as well as by individuals to control other individuals or groups. 2) List and discuss the bases of personal power. personalized power comes from an individuals unique characte ristics. Two bases of personal power are expertise, the respect and regard of others.a) Expert power is influence wielded as a result of expertise, special skill, or knowledge. Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented.b) referent power is based on identification with a person who has desirable resources or personal traits. If I like, respect, and admire you, you can exercise power over me because I want to please you.3) Distinguish between legitimate political behavior and illegitimate political behavior.Legitimate political behavior refers to normal free-and-easy politics complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive chemical bond to rules, and developing contacts outside the organization through ones professional activities.On the other hand, there are also illegitimate political beh aviors that violate the implied rules of the game. Those who pursue such extreme activities are often described as individuals who play hardball. Illegitimate activities include sabotage, whistleblowing, and symbolic protests such as wearing maverick dress or protest buttons, and groups of employees simultaneously calling in sick.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 12Topic 11 Human mental imagery Policies and Practices (Human Resource Planning& Forecasting, Recruitment)Part A Discussion Questions1) Define human resource planning. Describe the cardinal (2) components in human resource planning.Human resource planning is the systematic process of matching the internal and external supply of people with job openings judge in the organization over a specific period of time. Human resource planning has 2 components requirements and handiness. A requirements forecast involves determining the number, skill, and location of employees the organization will need at future dates in order to meet its goals. The determination of whether the firm will be able to secure employees with the necessary skills, and from what sources, is called an availability forecast. 2) Describe human resource databases and how databases can assist in matching internal employees to positions.A human resource database contains employee information that permits management to make HR decisions. Information that might appear in such databases, includes, but is not limited to, the following work history and experience, specific skills and knowledge, licenses or certifications held, organizational study completed, educational background, previous performance appraisal evaluations, assessment of strengths and weaknesses, development needs, promotion potential at present, and with except development, current job performance, field of specialization, job preferences, geographic preferences, career goals and aspirations, anticipated retirement date, and personal history, including mental assessments. Databases are being used by organizations to enable human resources to match people with positions.3) List TWO (2) methods are available to firms when either a famine or surplus of workers is forecasted?Firms faced with a shortage of workers may use1)2)3)4)innovative recruiting,compensation incentives, andtraining programs to fill positions.Lowering of employment standardsFirms faced with a surplus of workers may use1)2)3)4)5)layoffs,restricted hours,hiring freezes may be necessary, andencourage early retirement andthe use of vacation time.TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 13Topic 12 Human Resource Policies and Practices (Selection)Part A Multiple Choice Questions1) Which of the following is the most common method of initial selection? A) written testsB) background checkC) performance testD) application formE) work-sample test2) More than ________ percent of employers conduct some type of background che ck on potential employees during some point in the hiring process, usually either in the initial phase or the contingent phase.A) 25B) 50C) 65D) 80E) 953) The best way for an employer to find out if a potential employee can do a job is by ________.A) using the interview processB) using a written testC) having them spend a day in the officeD) administering an IQ testE) using a performance simulation test4) Work sample tests are widely used in hiring ________.A) unskilled laborB) skilled workersC) professional workersD) managersE) knowledge workers5) The results of which of the following tend to have a disproportionate amount of influence on employee selection decisions?A) interviewsB) written testsC) performance simulation testsD) work sampling methodsE) personality tests6) The behavioral incorporated interview is built on the assumption that________. A) past behavior is the best predictor of future behaviorB) technical knowledge and skills are the best predictor of job performance C) personality is the best predictor of job performanceD) personality and inclination are highly correlatedE) technical knowledge and mood are highly correlatedPart B TRUE /FALSE Questions1) As a selection device, written tests have decreased in usage during the past 20 years. (TRUE /FALSE)2) A test that measures factors such as dependability, carefulness, responsibility, and honesty is referred to as a performance factor test.(TRUE /FALSE)3) Work samples yield validities almost consistently superior to written aptitude tests. (TRUE /FALSE)4) In assessment centers, job candidates are evaluated as they go through several days of exercises that simulate real problems they would confront on the job. (TRUE /FALSE)TUNKU ABDUL RAHMAN COLLEGEABDM2083 ORGANIZATION & HUMAN RESOURCETUTORIAL 14Topic 13 & 14 Human Resource Policies and Practices (Performance Evaluation)Part A Multiple Choice Questions1) Performance evaluations right away are generally based on which three types of behavior? A ) task performance, productivity, upgradeB) productivity, efficiency, absenteeismC) task performance, citizenship, counterproductivityD) citizenship, counterproductivity, personalityE) leadership, training, efficiency2) Performance evaluations are used as a mechanism for all of the followingexcept ________.A) monitoring the success of marketing strategiesB) determining promotionsC) pinpointing employees skillsD) identifying training and development needsE) providing feedback to employees3) Which of the following is not a weakness of the 360-degree evaluation system? A) artificially inflated feedback from peersB) insufficient training for performance evaluatorsC) discrepancies between evaluating groupsD) provides a wide performance perspectiveE) elusiveies in reconciling differing evaluations4) Performance evaluations are used to ________.A) improve group cohesivenessB) define departmental structureC) help management make HR decisionsD) identify how jobs are completedE) decrease co nformity within organizations5) Which of the following is the least predictive set of criteria used to evaluate employees?A) traitsB) task outcomesC) behaviorsD) personalityE) moodPart B Discussion Questions1) What are the three most popular sets of criteria for evaluating employee performance?The three most popular sets of criteria for evaluating employee performance are individual task outcomes, behaviors, and traits.a) If ends count, rather than means, then management should evaluate an employees task outcomes. In many cases, its difficult to identify specific outcomes that can be directly attributable to an employees actions.b) Its not unusual for management to evaluate the employees behavior. c) The weakest set of criteria, yet one that is widely used by organizations is individual traits. They are weaker because they are farthest removed from the actual performance of the job itself.2) Who should perform employee evaluations?With many of todays organizations using self-managed teams, telecommuting, and other organizing devices that distance bosses from their employees, an employees immediate superior may not be the most reliable judge of that employees performance. Thus, in more and more cases, peers and even subordinates are being asked to participate in the performance evaluation process. Also, increasingly, employees are participating in their own performance evaluation. In most situations, in fact, it is highly advisable to use multiple sources of ratings. Any individual performance rating may say as much about the rater as about the person being evaluated. By averaging across raters, we can obtain a more reliable, unbiased, and accurate performance evaluation.