All assigned chapter readings are covered.

All TCOs are covered.

The Final Exam is 230 points total broken out as follows: 5 Short Answer (10 pts
each), 4 Essays (45 pts each).
You have 3.5 hours to complete the exam.
SAVE frequently, because when the time limit is reached you will automatically be exited from the
exam.
There are 2 pages for the exam. They do not need to be completed in order.
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Week 8 : Final Exam and Looking Ahead - Final Exam


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Question 1.1. (TCO A, B) How is job dissatisfaction reflected in an organization? (Points : 10)


As I stated in my course project Job satisfaction is
the collection of feelings and beliefs people have
about their jobs. Job satisfaction is a positive
feeling about your job resulting from an evaluation
of its characteristics as we studied in the last
weeks job dissatisfaction is reflected within any


Question 2.2. (TCO D) What is groupthink? Why can groupthink be detrimental to effective group
functioning? (Points : 10)


Groupthink is a type of thought exhibited by group
members who try to minimize conflict and reach
consensus without critically testing, analyzing, and
evaluating ideas. Groupthink may cause groups to
make hasty, irrational decisions, where individual
doubts are set aside, for fear of upsetting the


Question 3.3. (TCO E, F) Identify and discuss the stages of conflict development. Based on news and events
from around the world, please give an example of a recent conflict you have read or heard about and
show how the conflict moved through the developmental stages we learned about in this course. (Points : 10)


Conflict antecedents establish the conditions from
which conflicts are likely to emerge. When the
antecedent conditions become the basis for
substantive or emotional differences between
people or groups, the stage of perceived conflict
exists. Of course, this perception may be held by









Question 4.4. (TCO G) There are six sources of position power in organizational settings. Identify and define
three of these sources. (Points : 10)


1- legitimate power, or formal hierarchical
authority. It stems from the extent to which a
manager can use subordinates internalized values
or beliefs that the boss has a right of command
to control their behavior



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Week 8 : Final Exam and Looking Ahead - Final Exam


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Question 1.1. (TCO H, I, J) The senior executive team at PieintheSky.com, after a difficult strategy review session with
the Board of Directors, has come to the conclusion that the corporate culture fits an older way of doing business
and is not suited to keep the firm successful in the future. With the assistance of local HR offices, a case was
made to the employee population that certain aspects of their current culture might no longer be aligned with the
company's real goals and mission. They announced that they would be undergoing an organizational culture
review and that everyone's opinion was valued. A whopping 79% of the employees participated in the culture
survey that they administered. Senior Management had worked with the consultants for a few months before the
survey was given and had determined their "ideal" scores. What they had suspected (even feared) had not
prepared them for the results that came back from the survey.

The table below provides you with the percentile scores from the employee population, the ideal scores from
management, the percentage point difference between management's ideal and the actual results. The typical
ideal score for companies is also given as a reference point. The overall cultural grouping for the individual
cultural norms is also identified.






PieintheSky.com Cultural Change Analysis
Employee
Results
Management
Ideal Results Gap
Typical
Ideal
Results
11 Achievement
Constructive
Styles
41.0% 87.0% 46 78.0%
12 Self-Actualization 34.0% 81.0% 47 82.0%
1
Humanistic-
Encouraging 34.0% 91.0% 57 85.0%
2 Affiliative 38.0% 93.0% 55 71.0%
3 Approval
Passive -
Defensive
Styles
56.0% 31.0% -25 27.0%
4 Conventional 55.0% 26.0% -29 18.0%
5 Dependent 46.0% 22.0% -24 24.0%
6 Avoidance 71.0% 16.0% -55 27.0%
7 Oppositional
Aggressive -
Defensive
Styles
63.0% 38.0% -25 45.0%
8 Power 41.0% 18.0% -23 30.0%
9 Competitive 51.0% 30.0% -21 42.0%
10 Perfectionistic 63.0% 32.0% -31 25.0%


Referencing the information presented above, please analyze the current culture at PieintheSky.com.
Identify and describe the cultural aspects that management cites as important and contrast them to the
cultural attributes that employees report as being expected. Also, compare and contrast management's
ideal results with the typical ideal results.
Identify the most significant gaps between management's ideal results and the actual results.
What conclusions do you draw taking into account all of the facts presented and your analysis?
Provide your recommendations for the next two steps in PieintheSky.com's change process.
o How would you prioritize and sequence the necessary change?
(Points : 40)


compare and contrast management's ideal results with the typical idealresults:
The management expects employees to have a constructive style and bsed on
the results they rated Af f iliative as the most important attribute and ratedit at 93%,
humanistic-encouraging at 91%, achievement at 87% and self-actualization at 81%
as compared to employees' perception of the company onconstructive style stays
the lowest. The employees results indicate avoidance,oppositional, perf ectionistic
and approval attitudes towards the company.In studying the case, the typical
results indicate that management has highexpectation f rom their employees as
they are all beyong the percentage that theyare expecting. The analysis is
showing that the management's expecation f rom their employees is that they
should pursue a standard of excellence, think in aunique and independent way,
help others to grow and develop with them and dealwith others in a f riendly and
pleasant way. whereas, the employees norms andperceptions are completely
opposite of those.
Identif y the most signif icant gaps between management's ideal results and
theactual results.Answer -
Af ter analyzing this case deeply, and understand the dif f rent of percentages
between the mangement and the the employess ,
i can say the most signif icant gaps are between management ideal results and
theactual result in the f illowing points :
1- Humanistic-Encouraging the gaps between the employess and management is
57 while as we notice the Typical Ideal Results are 85 which really inicate how
low the emplyee reects an interest in the growth and development 34 % .
























































Question 2.2. (TCO C) With respect to McClelland's acquired needs theory discuss and provide an example for each of
the following:
(nAch) - Need for Achievement
(nAff) - Need for Affiliation
(nPower) - Need for Power (Points : 40)


Managing a group of people with dif f erent personalities is never easy. But if you're
managing or leading a team, it's essential to know what motivates your people,
how they respond to f eedback and praise, and what tasks f it them well.
David McClelland's Human Motivation Theory gives you a way of identif ying
people's motivating drivers. This can then help you to give praise and f eedback
ef f ectively, assign them suitable tasks, and keep them motivated.
Using McClelland's theory :
nAch) - Need f or Achievement :
Has a strong need to set and accomplish challenging goals.
Takes calculated risks to accomplish their goals.
Likes to receive regular f eedback on their progress and achievements.
Of ten likes to work alone
(nAf f ) - Need f or Af f iliation:
Af f iliation
Wants to belong to the group.
Wants to be liked, and will of ten go along with whatever the rest of the group
wants to do.
Favors collaboration over competition.
Doesn't like high risk or uncertainty.
(nPower) - Need f or Power
Wants to control and inf luence others.

















































Question 3.3. (TCO G) Compare and contrast Transactional Leadership and Transformational Leadership. Then defend
or refute the following statement: "Most leadership in corporations is Transactional Leadership." (Points : 30)


Transactional leadership styles are more concerned with maintaining the normal
f low of operations. Transactional leadership can be described as "keeping the
ship af loat." Transactional leaders use disciplinary power and an array of
incentives to motivate employees to perf orm at their best. The term "transactional"
ref ers to the f act that this type of leader essentially motivates subordinates by
exchanging rewards f or perf ormance.
A transactional leader generally does not look ahead in strategically guiding an
organization to a position of market leadership; instead, these managers are solely
concerned with making sure everything f lows smoothly today, we have both of
those managers in our lif es and as my coleges stated already at the discission
theose leaders are every where , transf ormational leader goes beyond managing
day-to-day operations and craf ts strategies f or taking his company, department or
work team to the next level of perf ormance and success. Transf ormational
leadership styles f ocus on team-building, motivation and collaboration with
employees at dif f erent levels of an organization to accomplish change f or the
better. Transf ormational leaders set goals and incentives to push their
subordinates to higher perf ormance levels, while providing opportunities f or
personal and prof essional growth f or each employee.
Both leadership styles are needed f or guiding an organization to success.
Transactional leaders provide distinct advantages through their abilities to address
small operational details quickly. Transactional leaders handle all the details that
come together to build a strong reputation in the marketplace, while keeping
employees productive on the f ront line.
Transf ormational leadership styles are crucial to the strategic development of a
small business. Small businesses with transf ormational leaders at the helm shoot
f or ambitious goals, and can they achieve rapid success through the vision and
team-building skills of the leader.


Question 4.4. (TCO A, B) Faxco Incorporated is a business with 500 employees. The CEO of the company has recently
learned, based on employee surveys, that the employees are not very happy with the company. In fact, the CEO is
starting to believe that this may be the reason why Faxco is experiencing slower sales and a recent budget crisis
which threatens to shut down the company in 3 years if it is not fixed.
You are a consultant and the CEO has asked you to visit the company for a week and analyze what might be
going wrong. Here are your notes from the week:
(1) Attended Manager 1's staff meeting. He has 200 employees working under him. Manager 1 talked about the
recent budget problems that Faxco is having. He said, "It's not like we didn't know this was coming. The company
makes a junky product compared to our competitors and half the time, I think the manufacturing department is
cutting corners". Overheard Manager 1 tell an employee, "I don't blame anyone if they are looking for work
elsewhere".
(2) Overheard three employees talking after Manager 1's staff meeting. Employees are upset about the idea that
the manufacturing department might be cutting corners and creating junky products. The company advertizes its
products as having the finest quality and durability.
(3) Attended Manager 2's staff meeting. He runs the Tech Department and has 20 employees. He was very upset
with the Marketing Department. He stated, "Someone over in Marketing reported to the CEO that a computer
technician from this department was rude to them. I did not even ask who it was that was supposedly being rude. I
know we're all techies in this department together and we don't behave that way." He also read an email from a
customer who said that someone from the tech department was rude. His response was, "All these customers do
is complain. It's us versus them apparently, so we have to watch out".
In light of what you learned in MGMT591, about Diversity, Job Satisfaction and Attitudes, please write up a neatly
organized analysis for the CEO. (Points : 30)


Af ter analyzing this case deeply, I came to know about the various issues that are
the main causes of the f ailure of the company. There is no doubt that we are living
in a highly competitive world where we have to struggle hard to meet the demands
of the customers. This is the reason that organizations have the culture of
diversity where the people f rom the dif f erent origin have to come under one roof
and need to work together. So there are various chances of having conf licts. In
this case also, there is the departmental conf lict between marketing and technical
department that is creating the issues and conf licts and f inally af f ecting the
perf ormance of the employees and the growth of the company. It results in tough
time f or retaining the customers f or the long time. It is well aware that if the
company is not able to retain its customer by its satisf ied services, it means that it
is dif f icult f or the company to survive in long run. If the employees have the
conf licting issues with other department, it will increase their absenteeism and
turnover also due to dissatisf action of the job. Now days, it is considered that if
the internal customers (employees) of the company are satisf ied, then only they
can make the external customers happy. This is the reason that the company is
f acing the issues of the dissatisf action of its internal and external customers both.
The attitude is the tendency of a person to evaluate the things. It also af f ects their
perf ormance. In this company, the employees have developed the negative attitude
towards the company and f inally, it is af f ecting their perf ormance.
So I would like to suggest CEO to look into this matter seriously and immediately f or
improving the situation and work culture of the organization otherwise it would be
too late f or making changes in the current policies. The policies should be in f avor
of employees and the organization as well.


Question 5.5. (TCO E, F) Neff Incorporated is a small business with 100 employees and 4 managers.

Susan and Bob work are co-workers at Neff Incorporated. Ever since they were both assigned to work on Project
X, they have been arguing about how to meet the goals of that project.

On Monday they get into a very loud argument about Project X, in the cafeteria during lunch break. Manager 1 is
told about the argument and he sends out an email which says: "Greetings everyone. I heard that there may have
been a small disagreement in the cafeteria at lunchtime. I just want you all to know that I appreciate the good work
you are all doing on Project X. I know that everyone here really gets along even though a little workplace stress
can sometimes build up. It is good that we have such a warm, friendly group of employees working here at Neff
Incorporated".

On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager 2 decides that she
will deal with the situation this time. She sends them an email stating: "Susan and Bob, you have both worked here
at Neff for 5 years and you have worked on many projects together. I know you are both passionate about our
mission and goals here at Neff. I also know that you sometimes disagree with each other on how to meet those
goals, but we need to look at the big picture. You are both on the same team and both working towards the same
goals. Please do not let small disagreements get in the way of this."

On Wednesday, Susan and Bob get into a third argument about Project X, in the cafeteria again. Manager 3
decides he is going to handle the situation this time. He sends them an email stating, "Susan and Bob, if you
cannot get along and maintain professionalism here at Neff Incorporated, I will have no choice but to terminate you
both. Consider this your written warning. These loud arguments in public must stop now".

On Thursday, Susan finds that a small cup of water has spilled on her desk. She thinks it may have been Bob who
did it but she is not sure. She quietly tells Manager 4 about the situation. Manager 4 asks Susan and Bob to come
into her office. She says, "Ok, I understand that on Monday, Tuesday and Wednesday of this week you two had
loud arguments in the cafeteria about Project X. Let's talk this through in an orderly and respectful fashion. I'm
handing you both a sheet of paper. Please list your disagreements about the Project and we will deal with them
one by one. Let's get this resolved today."

Please list and discuss the conflict management strategies that are at play in this situation. Please state whether
you think each of the strategies used by the managers here were appropriate and used in the proper order. Please
defend your answer based on your analysis of the situation. (Points : 30)


Manager 1 used avoidance in that he or she downplayed the disagreement and
f ailed to participate in the situation, He or she stayed neutral. However, this was
an inappropriate conf lict management strategy f or this situation as it doesnt lead to
the resolution of the conf lict.
Manager 2 used the strategy of appealing to common goals in that he or she asked
Susan and


Question 6.6. (TCO D) Identify the five stages of team development, and explain what happens at each stage. Give a
specific example from your own experience to highlight one of the stages. (Points : 20)
The five stages of team development are the forming, storming, norming, performing, and adjourning stages.
The forming stage is when the members first join the team. At this stage, the members get to know each other in
efforts to find a common ground. In addition, they will be interested to find out what the teams goals are and what
they will obtain from becoming a member of the team. In the storming stage, conflicts and tensions
arise as members of the team compete in imposing their prefe