'Foundations of Organizational Structure Essay\r'

'TUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 plaque & adenine; piece preference\r\ntutorial 1\r\n common Introduction\r\n1. Ice-breaking session.\r\n2. Self-introduction by tutor and students.\r\n3. Briefing on course requirements.\r\n4. Tutorial expectations and divorceicipation.\r\n5. Briefing on conclave Report & angstromere; Oral Presentation (requirements and expectations). 6. theme up souration for Group Report. (4 fractions per concourse)\r\n7. Tutor assigns question and period for oral presentation & adenosine monophosphate; throng herald ** Oral presentation and sort reveal report entry endpoint starts from Week 3 to 5**\r\n** spacious n ace**\r\nStudents ar required to sit for peer little (1) online exam\r\non Week 3. Please arrive sure that you atomic number 18\r\nregistered chthonic this course and be able to access\r\nto CEL to take the test.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 brass & axerophthol; homophile option\r\nTUTORIAL 2\r\n co mposition 1\r\n: Foundations of organisational Structure\r\n vocalism A: three-fold pickaxe forefronts\r\n1) The ________ refers to the number of subordinates that a motorcoach directs. A) span of control\r\nB) unity of command\r\nC) filament of command\r\nD) decentralization principle\r\nE) manoeuverership web\r\n2) A confinement that is subdivided into many separate difficultnesss is considered to scram\r\n________. A) a spirited gradation of departmentalization\r\nB) a unhopeful academic degree of decentralization\r\nC) a eminent degree of spiel preciseization\r\nD) a broken degree of coordinate\r\nE) a postgraduate degree of hyaloplasm structuring\r\n3) Aeronautics Inc., a parts supplier, has departments for g all overnment aircraft and contracts, hand somewhat commercial aircraft clients, and sm totally face-to-face aircraft clients. This is an causa of ________ departmentalization.\r\nA) drudgery\r\nB) depart\r\nC) geography\r\nD) customer\r\nE) s ervice\r\n4) Stalsberry caller- unwrap has employees in somebodynel, sales, and accounting. This division of an government into separates according to incline gambolctions is an face of ________, the second element of structural judicature.\r\nA) cordial clustering\r\nB) bureaucracy\r\nC) specialization\r\nD) centralization\r\nE) departmentalization\r\n5) The unvarying line of authority that ex take to the woodss from the aggrandizement of the presidency to the concluding echelon and clarifies who reports to whom is nameed ________. A) chain of command\r\nB) authority\r\nC) span of control.\r\nD) unity of command\r\nE) web of authority\r\n6) Which single of the sp be- while activity is invariable with a simple structure? A) noble\r\ncentralization\r\nB) uplifted horizontal disaccordentiation\r\nC) high employee discretion\r\nD) standardization\r\nE) bureaucracy\r\n7) Which of the inte correspondence is a drawback of a narrow span of control? It ________. A) ski ps military strength\r\nB) is more(prenominal) efficient\r\nC) encourages overly tight lapse and discourages employee autonomy D) em exp starnts employees\r\nE) increases participatory termination-making\r\n8) In an transcription that has high centralization, ________. A) the bodily headquarters is laid centrally to class mop upices B) all top direct officials be located at bottom the same geographic ara C) march laughingstock be taken more quickly to solve problems\r\nD) red-hot employees summit a great deal of trustworthy authority\r\nE) top coachs nurse all the decisions and gl atomic number 18 level theater directors merely course out modes\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 physical composition & HUMAN RESOURCE\r\nTUTORIAL 3\r\n result 2 : Organizational Culture\r\n set forth A: discussion misgiving\r\n1) shapeulate the elementary regularitys of noticeing an transcription’s kitchen-gardening. once a agriculture is in place, at that place ar practices in spite of appearance the nerve that act to maintain it by giving employees a see of similar experiences. common chord forces play a particularly important part in sustaining a culture: selection practices, the actions of top counsellor, and socialisation methods.\r\na) First, the explicit polish of the selection do work is to order and hire matchless-on- unmatcheds who put on the k presently takege, skills, and abilities to set the bank lines within the transcription success in full. It would be naive to ignore that the lowest decision as to who is hired pull up stakes be signifi usher outtly influenced by the decision nobleman’s judgment of how easy the piece of assdidates give contact into the organization. This travail to ensure a proper match, whether trainly or inadver disco biscuittly, pass ons in the hiring of nation who eat up determine fundamentally consistent with those of the organization, or at least a good band of those values. In attachment, the selection adjoin provides information to appli notifyts round the organization. Candidates get about the organization and, if they perceive a booking surrounded by their values and those of the organization, they foot self-select themselves out of the appli houset pool.\r\nb) In addition to selection, the actions of top focus also stupefy a major impact on the organization’s culture. Through what they say and how they behave, senior executives establish norms that permeate down with the organization as to whether stake taking is desirable; how oft freedom double-deckers should pull up stakes their employees; what is appropriate beautify; what actions ordain give off in harm of tolerate raises, promotions, and new(prenominal) reinforcements; and the analogous.\r\nc) Finally, no occasion how good a melodic phrase the organization does in recruiting and selection, new employees be not fully indoct rinated in the organization’s culture. Because they atomic number 18 unacquainted with(predicate) with the organization’s culture, new employees atomic number 18 capabilityly likely to disturb the beliefs and customs that be in place. The organization depart, therefore, want to aid new employees line up to its culture. This adaptation do work is callight-emitting diode socialization. This is when the organization seeks to mold the outlander into an employee â€Å"in good standing.” Employees who fail to learn the native or pivotal aim looks risk creation labeled â€Å"nonconformists” or â€Å"rebels,” which oft snips leads to expulsion. But the organization will be socializing every employee, though whitethornbe not as explicitly, throughout his or her entire c arer in the organization. This further contri thoes to sustaining the culture.\r\n2) Explain how an institutionalized culture notify be a barrier to diversity. thread how an organization could utilize the trinity forces at play in sustaining a culture to help create a diverse workforce.\r\nBy limiting the range of gestateable values and ports, bullocky cultures put considerable pressure on employees to conform. In some instances, a strong culture that cond matchlesss blemish rear end even demoralize b want-tie corporate diversity policies. toughened cultures can also be liabilities when they support institutional bias or gravel insensitive to multitude who are different.\r\nHiring new employees who differ from the majority in race, age, gender, dis great precedent, or other characteristics creates a paradox: anxiety wants to demonstrate support for the divergences these employees put to work to the workplace, but newcomers who wish to fit in essential accept the organization’s hollow out cultural values. Because diverse fashions and unique strengths are likely to derogate as tribe attempt to assimilate, strong cultures can begin liabilities when they impressively eliminate these advantages. The explicit finale of the selection dish is to determine and hire singles with the fellowship, skills, and abilities to bring about successfully. Taking diversity into consideration at this manikin does not have to be antagonistic to the culture.\r\nThe final decision, because it’s significantly influenced by the decision payr’s judgment of how rise the candidates will fit into the organization, identifies people whose values are essentially consistent with at least a good portion of the organization’s. Looking beyond surface level ends at the selection phase will help create a diverse workforce. Through course and behavior, senior executives establish norms that filter through the organization about, for instance, whether risk taking is desirable, how much freedom coach-and- four-spots should decease employees, what is appropriate dress, and what actions pay off in terms of pay raises, promotions, and other rewards. Management actions should be comprehensive and non-prejudicial to create a diverse and functional culture. During the transfiguration microscope stage of socialization charge should use institutional practices to encourage personâ€organization fit and high levels of commitment.\r\n3) What are the three stages of socialization through which employees become indoctrinated into an organization’s culture?\r\nThe three stages of socialization are prearrival, happen, and metamorphosis. a) The prearrival stage recognizes that all(prenominal) individual arrives with a set of values, attitudes, and expectations. These cover twain\r\nthe 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 mingled with her expectations and reality. c) Finally, the new member must work out any problems discovered during the encounter stag e. This may flirt with going through changes †hence, this is called the metamorphosis stage.\r\n4) Discuss the difference amid strong and weak organisational cultures and fence in 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 tie in to cut downd turnover. In a strong culture, the organization’s core values are both intensely held and widely bushel dod. 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 internal temper of high behavioral control.\r\nOne peculiar(prenominal) result of a strong culture should be lower employee turnover. A strong culture demonstrates high organization among members about what the organization stands for. Such una nimity of purpose builds cohesiveness, loyalty, and organisational commitment. These qualities, in turn, lessen employees’ propensity to go away the organization. In recent years, cultural compatibility has become the primary concern. All things orbit equal, whether the acquisition actually works seems to have more to do with how well the dickens organizations’ cultures match up. The primary cause of disappointment is remaindering organizational cultures, when people simply don’t match up. Therefore, when considering an acquisition or merger, management would fatality to carefully evaluate the cultures of from each one organization.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 brass & HUMAN RESOURCE\r\nTUTORIAL 4\r\n point 3: Foundations of Group Behavior & arrangement wreak Teams\r\n discover A: sermon Question\r\n1) contestation and briefly describe the stages in the five-stage mould of aggroup modernizement. The five-stage group devel opment perplex 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 group’s purpose, structure, and attractionship. Members are testing the amnionic fluid to determine what figures of behavior are acceptable.\r\nb) 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 passage of arms over who will control the group.\r\nc) The third stage is one in which close races develop and the group demonstrates cohesiveness. There is now a strong sense of group see 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 fourth stage is performing. The structure at this header is fully functional and accepted. Group energy has locomote from getting to feel and understand each other to performing the delegate at hand.\r\ne) In the adjourning stage, the group prepares for its disbandment. High task slaying is no protracted the group’s top priority. Instead, attention is say toward wrapping up activities.\r\n2) Design the approximately business leaderful team to figure out ship canal to reduce the number of preparation hours for shipping products overseas for your friendship. memorise the type of team from one of the four trader team types. absorb your team’s context, composition, and act parameters.\r\nAnswers will vary. A problem-solving team is probably the crush type of team for this task. In a problem-solving team members share ideas or suggest how work processes and methods can be\r\n mitigated. The problem-solving team will offer ideas to management. in concert they discuss ways of improving quality, efficiency, and the work environment.\r\nThe team will demand information on what products are being shipped and how long each of them takes, as well as details on the current procedures. up to(predicate) information is essential. A faithful goal of cut back the hours spent must be established by a attracter. 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 twain people from shipping and packaging. The process parameters should be clear outlined, with goals of merely how much time needfully to be shave off of packaging processes.\r\n3) Explain the difference among groupthink and group shift. Give an example to support your answer.\r\nGroupthink is associate to norms. It describes seats in which group pressures for conformity deter the group from critically appraising unusual, minority, or un touristed horizons. Groupthink is a disease that attacks many groups and can dramatically balk their work. Group s hift delegates that in discussing a apt(p) set of alternatives and arriving at a solution, group members tend to exaggerate the initial positions that they hold. In some situations, premeditation decrees, and there is a conservative shift. More practically, however, the try indicates that groups tend toward a risky shift. Students answers may vary.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 5\r\n proceeds 4: Motivation Concepts\r\nPart A: Discussion Questions\r\n1) Compare and chat melodic phrase a managing director that implements Theory Y and one that adheres to the expectancy theory. How would each choose to go their employees?\r\nTheory Y theatre directors take up that employees can view work as being as innate(p) as rest or play, and therefore the average person can learn to accept, even seek, responsibility. Theory Y assumes that higher-order needfully dominate individuals. Theory Y managers would contend that ideas much(prenominal) as participative decision making, responsible and challenging stemmas, and good group relations are approaches that would maximize an employee’s capriole motif. A Theory Y manager believes that the employee is inherently impressd as long as the conditions think of his intellect and character. A Theory Y manager would work hard to include the employee in decision making concerning his mull, to satisfy work environment preferences, and to make sure the work is stimulating.\r\nExpectancy theory proposes that employees will be motivated to exert a high level of effort when they believe it will lead to a good death penalty assessment; that a good appraisal will lead to organizational rewards such as bonuses, pay increases, or promotions; and that the rewards will satisfy the employees’ own(prenominal) goals. An expectancy theory manager would focus much more on the reward expectations of the employee, versus the psycho system of logic expectatio ns. It would be important for the manager to understand the ad hominem goals that the employee strives to achieve so that he can be appropriately rewarded and praised.\r\n2) Describe Maslow’s superpower structure of demand including the types of needs and how they become dominant.\r\nMaslow’s hierarchy of needs hypothesized that within every humans being there exists a hierarchy of five needs.\r\na) The physiological needs include hunger, thirst, shelter, sex, and other bodily needs. b) Safety includes gage and protection from physical and emotional harm. c) Social includes affection, belongingness, acceptance, and friendship. d) heed includes internal esteem factors such as self-respect, autonomy, and performance; and external esteem factors such as status, cognizance, and attention. e) Self-actualization is the knife thrust to become what one is capable of becoming; includes growth, achieving one’s potential, and self-fulfillment.\r\nAs each of thes e needs becomes considerably satisfied, the next need becomes dominant. So if you want to motivate someone, according to Maslow, you need to understand what\r\nlevel of the hierarchy that person is currently on and focus on satisfying those needs at or above that level\r\n3) According to Two-Factor Theory, how might a manager motivate employees?\r\nAccording to Herzberg, the factors leading to blood line rejoicing 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 necessarily result in motivation. Conditions skirt the job such as quality of superintendentvision, pay, company policies, physical working conditions, relations with others, and job credentials were characterized by Herzberg as hygiene factors. When they are adequate, people will not be dissatisfied; uncomplete will they be satisfied. If we want to motivate people on their jobs, H erzberg suggested emphasizing factors associated with the work itself or to outcomes directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility, and movement. These are the characteristics that people find intrinsically rewarding.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 6\r\nTopic 5: Motivation: From Concepts to Applications\r\nPart A: Discussion Questions\r\n1) List and describe THREE (3) different variable-pay programs. Be sure to include piece-rate plans, cyberspace-sharing plans, and gainsharing.\r\na) Piece-rate plans. In piece-rate pay plans, workers are paid a fixed sum for each unit of end product 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.\r\nb) Merit- ground pay. Merit-based pay plans also pay for individual performance. However, unlike piece-rate plans, which pay based on go al lens output, merit-based pay plans are based on performance appraisal ratings.\r\nc) Profit-sharing. Profit-sharing plans are organization-wide programs that distribute recompense based on some established formula designed around a company’s profitably.\r\nd) Bonuses. Bonuses can be paid exclusively to executives or to all employees. Many companies now routinely reward production employees with\r\nbonuses in the thousands of dollars when company profits improve.\r\ne) Skill-Based Pay. Skill-based pay (also called competency-based or association-based pay) sets pay levels on the basis of how many skills employees have or how many jobs they can do.\r\nf) ESOPs. Employee stock monomania plans (ESOPs) are company-established benefit plans in which employees acquire stock, often at below-market prices, as part of their benefits.\r\ng) Gainsharing. Gainsharing is a formula-based group bonus plan. Improvements in group productivity determine the total amount of money that is to be allocated. By foc utilise on productivity gains alternatively 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 isn’t profitable. 2) Compare and contrast the benefits of intrinsic rewards such as recognition and inessential rewards such as pay as forms of motivation.\r\nOrganizations are increasely recognizing that both intrinsic and external rewards are important. Rewards are intrinsic in the form of employee recognition programs and extrinsic in the form of compensation systems. inborn 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 identify.\r\nPay, an extrinsic reward, is not the primary factor whimsical job satisfaction, however, it\r\ndoes motivate people, and companies often underestimate its immensity in keeping top talent. No matter how much recognition a top means gets, he will be tempted to leave if the pay scale is much lower than the market and another(prenominal) offer arrives. Recent survey data indicate to the highest degree employees don’t see a strong connection between pay and performance. varying pay structures, such as bonuses are often the crush production motivators. When pay is tied to performance, the employee’s earnings also recognize contribution earlier than being a form of entitlement. Over time, low performers’ pay stagnates, while high performers enjoy pay increases commensurate with their contributions.\r\nAn obvious advantage of intrinsic rewards like recognition programs is that they are inexpensive since praise is free. However, they are highly susceptible to political manipulation by management. When utilise 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 approximately jobs, the criteria for good performance aren’t self evident, which allows managers to bull the system and recognize their favorites. Abuse can undermine the value of recognition programs and demoralize employees. Research suggests fiscal incentives may be more motivating in the short term, but in the long stick out intrinsic incentives will retain good employees if the extrinsic incentives are competitive.\r\n3) What is employee involvement and why is it important. Give two examples. Employee involvement is specify as a participative process that uses the entire capacity of employees and is designed to encourage increase commitment to the organization’s 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 organizat ion, 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 conterminous superiors.\r\nb) Representative participation. Representative participation refers to worker mission by a small group of employees who actually come in on the board. The goal is to redistribute power within an organization, putting labor on a more equal footing with the interests of management and stockholders.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 7\r\nTopic 6: What do Managers Do & Leadership\r\nPart A: Multiple plectron Questions\r\n1) Which of the pursual is virtually likely to be a belief held by a successful manager? A) skilful knowledge is all that is needed for success.\r\nB) It is not essential to have sound interpersonal skills.\r \nC) adept skills are requirement, but insufficient alone for success. D) potence is not impacted by human behavior.\r\nE) Technical skills do not influence efficiency.\r\n2) Which of a manager’s primary functions requires the manager to define an organization’s goals, establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and co-ordinate activities? A) controlling\r\nB) prep\r\nC) staffing\r\nD) coordinating\r\nE) leading\r\n3) As a manager, one of Joe’s duties is to present awards to majuscule employees within his department. Which Mintzberg managerial role is Joe acting in when he does this? A) drawing cardship role\r\nB) liaison role\r\nC) monitor role\r\nD) figurehead role\r\nE) instance role\r\n4) Jill is valued by her colleagues for her ability to perform effective break-even compendium on upcoming ventures. In this case, her colleagues value her for competencies that fall within which e ssential management skills categories?\r\nA) technical\r\nB) converse\r\nC) human\r\nD) conceptual\r\nE) command\r\n5) Leadership is best defined as ________.\r\nA) the ability to influence a group in goal achievement\r\nB) keeping order and consistency in the midst of change\r\nC) implementing the vision and strategy provided by management D) coordinating and staffing the organization and handling daytime-after-day problems E) not a relevant variable in modern organizations\r\n6) The two dimensions of attractionship behavior determine in the University of Michigan studies are ________.\r\nA) coercion and motivation\r\nB) emotional and rational\r\nC) employee-oriented and production-oriented\r\nD) initiating structure and consideration\r\nE) fount and completion\r\nPart B: Discussion Questions\r\n1) Describe the three essential management skills that differentiate effective managers from ineffective ones. Provide a workplace example of how these skills could be employ when dealing with the challenge of a workplace recession. The three essential management skills identified by researchers are technical, human, and conceptual.\r\nTechnical skills are defined by the ability to apply specialized knowledge or expertise. adult male skills are defined by the ability to work with, understand, and motivate other people. Finally, conceptual skills are defined by the ability to essay and diagnose complex situations.\r\nIn a time of recession human skills are essential to motivate fearful employees and to create a positive work environment. They would also be obligatory in the feature of workplace staff reduction. Technical skills could be applied in the airfield of expertise to raise production and, combined with conceptual skills, can be utilise to look for small market niches and ways to snap the industry to continue to make a profit until times are better.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 8\r\nTo pic 7: Leadership\r\nPart A: Multiple excerption Questions\r\n1) Hersey and Blanchard developed which of the following?\r\nA) situational leadership theory\r\nB) cognitive resource theory\r\nC) managerial grid model\r\nD) caterpillar track-goal theory\r\nE) cognitive taste model\r\n2) Hersey and Blanchard’s leadership theory differs from other leadership theories in the beginning because it ________.\r\nA) explores the role of the expectations of the leader for the follower B) focuses on the chase\r\nC) holds that leadership style should be dependent on the situation D) is normative\r\nE) deals strictly and exclusively with contingencies\r\n3) What is the main principle of course of action-goal theory?\r\nA) in(predicate) leadership is achieved by selecting the right leadership style. B) Stress is a form of situational unfavorableness and a leader’s response to it depends on his or her intelligence and experience.\r\nC) Effective group performance depends on th e proper match between the leader’s 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 chase because of time pressures.\r\nE) The leader is responsible for providing chase with the information, support, or other resources necessary for them to do their jobs.\r\n4) Which of the following is not a key characteristic of a magnetised leader? A) sensitivity to follower needs\r\nB) original behavior\r\nC) vision and articulation\r\nD) task orientation\r\nE) willingness to take risks\r\n5) Researchers are conducting a study of a company called round top Corp, which they believe to be led by a transformational leader. Which of the following, if true, would most support the result that Acme’s leader is a transformational leader? A) Acme’s top managers often conflict over defining the organization’s goals. B) Acme’s goals tend to be very intriguing and to hol d personal value for employees.\r\nC) Creativity is disown among Acme employees.\r\nD) Acme managers are cautious and seldom take risks.\r\nE) Acme’s compensation plans are designed to reward short-term results. 6) Leaders who sort out role and task requirements to accomplish established goals divulge a _________ style of leadership.\r\nA) transformational\r\nB) transactional\r\nC) charismatic\r\nD) self-initiating\r\nE) situational\r\n7) Richard is a transactional leader who has just assigned a series of tasks to a project team. Which of the following is most likely to be true about the team’s performance under Richard’s guidance?\r\nA) They will set new standards of productivity for the department, exceeding Richard’s expectations.\r\nB) They will meet the goals set for them but are marvelous to go beyond those goals. C) They will tend to be unclear about the roles assigned to each team member. D) They will be highly motivated by what they view as Richard’s heroic or extraordinary qualities.\r\nE) They will tend to put their individual self-interest above the interests of the company. Part B: Discussion Questions\r\n1)Compare and contrast Hersey and Blanchard’s situational leadership theory with dramaturgy’s path-goal theory.\r\nHersey and Blanchard’s situation leadership theory is a contingency theory that focuses on the pursuit. 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 dialect on the followers in leadership effectualness 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 wi lling, the leader needs to boast high task orientation to get for the followers’ lack of ability and high relationship orientation to get the follower to â€Å"buy into” the leader’s 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 doesn’t need to do much. Path-goal theory was developed by Robert House.\r\nThe kernel of the theory is that it’s the leader’s 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 the achievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors.\r\nThe 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 cozy and shows concern for the needs of followers. The participative leader consults with followers and uses their suggestions in the lead making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 9\r\nTopic 8: Communication\r\nPart A: Multiple Choice Questions\r\n1) Communication coiffes all of the following functions within a group or organization except ________.\r\nA) motivation\r\nB) planning\r\nC) emotional materialization\r\nD) control\r\nE) conveying information\r\n2) Alejandro is annoyed th at the new recruit, Ben, is working faster than anyone else in the group, making the rest of the group look bad. In the company cafeteria Alejandro teases Ben and calls him the ‘super recruit’ and imitates his style of working so rapidly. Alejandro wants to daunt Ben so that he will work slower. Which function of communication is Alejandro using by making fun of Ben?\r\nA) motivation\r\nB) control\r\nC) expression\r\nD) information\r\nE) formal\r\n3) Helena and Laura were talking on the phone. Laura’s two year old son fell and started blatant and Laura could no longer hear what Helena said. This is an example of ________.\r\nA) transmitting\r\nB) decoding\r\nC) noise\r\nD) understanding\r\nE) analysis\r\n4) The communication use by managers to provide job instructions is ________ communication.\r\nA) downward\r\nB) lateral\r\nC) formal\r\nD) guiding\r\nE) diagonal\r\nPart B: Discussion Questions\r\n1)Describe the communication process. Include the communicatio n process model and let off the eight parts of this model.\r\nBefore communication can take place, a purpose, expressed as a depicted object to be conveyed, is needed. It passes between a sender and a receiver. The message is encoded (converted to a exemplary form) and passed by way of some medium ( origin) to the receiver, who retranslates (decodes) the message initiated by the sender. The result is a transfer of meaning from one person to another.\r\nThe key parts of the communication process are\r\n1)\r\nthe sender\r\n2)\r\nencoding\r\n3)\r\nthe message\r\n4)\r\nthe channel\r\n5)\r\ndecoding\r\n6)\r\nthe receiver\r\n7)\r\nnoise\r\n8)\r\nfeedback\r\nThe 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. folie represents communication barriers that distort the clarity of the message. The final\r\n intimacy is a feedback loop.\r\n2) Explain how the grapevine functions and why it exists in organizational communication. Describe the world(a) direction of communication and the form of communication most commonly employ in the grapevine. What can a manager do to limit the negative effects of the grapevine?\r\nThe familiar communication system is the grapevine. While it is informal it is stable an important source of information. A survey set that 75 percent of employees hear about matters startle through narrations 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 communiqués issued by top management. Finally, it is bounteously employ to serve the interests of the people within it. Rumors emerge as a response to situations tha t are important to us, when there is ambiguity, and under conditions that arouse anxiety.\r\nThe fact that work situations frequently end these three elements explains why rumors flourish in organizations. The silence 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.\r\nThe grapevine mainly follows lateral communication in which persons from the same ranked levels begin to relay 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 create verbally e-mail can be used as well, but is considered less safe for accountability reasons.\r\nManagers can not tout ensemble 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 jibe the messenger; and 4)\r\nMaintain open communication channels.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 10\r\nTopic 9: Conflict Management\r\nPart A: Multiple Choice Questions\r\n1) The traditional view of conflict is the belief that conflict is ________. A) harmful\r\nB) natural\r\nC) necessary\r\nD) situationally-dependent\r\nE) neutral\r\n2) Which of the following is not a cause of conflict, according to the traditionalist view? A) general poor communication between people\r\nB) lack of openness in the organization\r\nC) trust between people in the organization\r\nD) management chastening to be responsive to employee needs\r\nE) management failu re to be responsive to employee aspirations 3) The ________ view of conflict argues that conflict is necessary for a group to perform effectively.\r\nA) human relations\r\nB) interactionist\r\nC) traditional\r\nD) functional\r\nE) reactive\r\n4) ________ conflicts are almost always dysfunctional.\r\nA) Task\r\nB) Job\r\nC) kinship\r\nD) Process\r\nE) Functional\r\n5) The first stage of the conflict process is termed ________. A) cognition and personalization\r\nB) behavioral manifestation\r\nC) potential electrical resistance or incompatibility\r\nD) intent\r\nE) dependance\r\n6) High job specialization can lead to ________ conflict.\r\nA) communication\r\nB) structural\r\nC) personal-variable\r\nD) job-related\r\nE) team\r\n7) In which stage are conflict issues defined?\r\nA) potential opposition\r\nB) cognition and personalization\r\nC) intuitions\r\nD) behavior\r\nE) reaction and transference\r\n8) The conflict-handling intention of collaborating is ________. A) assertive an d uncooperative\r\nB) assertive and cooperative\r\nC) retiring and uncooperative\r\nD) unassertive and cooperative\r\nE) affective and contemplative\r\n9) Angelina feels that her cubicle neighbor talks too clamorously on the phone, but in other ways she is a great neighbor. Angelina gets annoyed every time her neighbor’s phone rings, but she has stubborn it’s simply not worth the trouble to talk to her neighbor. Angelina’s conflict intention is called ________.\r\nA) competing\r\nB) avoiding\r\nC) conform to\r\nD) compromising\r\nE) collaborating\r\n10) Which of the following is not a conflict-resolution technique? A)\r\ncreating superordinate goals\r\nB) appointing a devil’s instigate\r\nC) avoiding the conflict\r\nD) exercising authoritative command\r\nE) generating redundant resources\r\n11) Stage II of the conflict process deals with conflict being ________. A) perceived and felt\r\nB) apparent and experient\r\nC) expressed and perceived\r\nD) overt and covert\r\nE) internalized\r\n12) Irma does not like a few of the standard operate procedures adapted for the new project. However, she discussed the items with the team and told them that she realized\r\nshe was in the minority and that she would adapt the new procedures to maintain cool operations within the team. This type of intention is called ________. A) sacrificing\r\nB) accommodating\r\nC) collaborating\r\nD) compromising\r\nE) competing\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 11\r\nTopic 10: force-out and Politics\r\nPart A: Multiple Choice Questions\r\n1) ability can be defined as ________.\r\nA) the ability to influence the behavior of others\r\nB) the actualization of the dependence of others\r\nC) congruence between the goals of the leader and those being led D) downward influence on one’s followers\r\nE) up(a) influence on one’s leaders\r\n2) One reacts to ________ power out of fear of the n egative ramifications that might result if one fails to comply.\r\nA) legitimate\r\nB) coercive\r\nC) punitive\r\nD) referent\r\nE) black\r\n3) The power that the College Dean has been granted by the University over the faculty is termed ________ power.\r\nA) academic\r\nB) positional\r\nC) legitimate\r\nD) organizational\r\nE) balanced\r\n4) Power tactics can be defined as ________.\r\nA) the only legitimate sources of power\r\nB) techniques for translating power bases into specific action C) strategies for gathering and maintain support\r\nD) organizational structural characteristics\r\nE) approaches for winning arguments\r\n5) Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager threatens to recoup her promotion. Which power tactic is being used?\r\nA) permutation\r\nB) ingratiation\r\nC) pressure\r\nD) personal appeals\r\nE) inspirational appeals\r\nPart B: Discussion Questions\r\n1) Contrast leadership and power.\r\nPower 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 one’s followers. It\r\nminimizes the importance of lateral and upward influence patterns. Power does not.\r\nStill 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.\r\nPersonal power comes from an individual’s unique characteristics. Two bases of personal power are expertise, the res pect and admiration of others.\r\na) unspoilt 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.\r\nb) Referent power is based on identification with a person who has desirable resources or personal traits. If I like, respect, and esteem you, you can exercise power over me because I want to please you.\r\n3) Distinguish between legitimate political behavior and illegitimate political behavior.\r\n accredited political behavior refers to normal everyday regime †complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and development contacts outside the organization through one’s professional activities.\r\nOn the other hand, there are also illegitimate political behaviors that violate the impl ied rules of the game. Those who accompany such extreme activities are often depict as individuals who â€Å"play hardball.” Illegitimate activities include sabotage, whistleblowing, and symbolic protests such as wearing unorthodox dress or protest buttons, and groups of employees simultaneously calling in sick.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 12\r\nTopic 11: Human imagination Policies and Practices (Human resourcefulness Planning& Forecasting, Recruitment)\r\nPart A: Discussion Questions\r\n1) Define human resource planning. Describe the TWO (2) components in human resource planning.\r\nHuman resource planning is the systematic process of duplicate the internal and external supply of people with job openings anticipated in the organization over a specific period of time. Human resource planning has 2 components: requirements and availability. A requirements forecast involves find out the number, skill, and sp atial relation of employees the organization will need at time to come 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.\r\nA 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 training completed, educational background, previous performance appraisal evaluations, assessment of strengths and weaknesses, development needs, promotion potential at present, and with further development, current job performance, field of specialization, job preferences, geographic preferences, career goals a nd aspirations, anticipated solitude date, and personal history, including psychological assessments. Databases are being used by organizations to enable human resources to match people with positions.\r\n3) List TWO (2) methods are available to firms when either a shortage or surplus of workers is forecasted?\r\nFirms face up with a shortage of workers may use:\r\n1)\r\n2)\r\n3)\r\n4)\r\ninnovative recruiting,\r\ncompensation incentives, and\r\ntraining programs to fill positions.\r\nLowering of employment standards\r\nFirms faced with a surplus of workers may use:\r\n1)\r\n2)\r\n3)\r\n4)\r\n5)\r\nlayoffs, limit hours, hiring freezes may be necessary, and encourage early retirement and the use of vacation time.\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 13\r\nTopic 12: Human Resource Policies and Practices (Selection)\r\nPart A: Multiple Choice Questions\r\n1) Which of the following is the most common method of initial selection? A) written tests\r\nB) background buffalo chip\r\nC) performance test\r\nD) application form\r\nE) work-sample test\r\n2) More than ________ percent of employers conduct some type of background check on potential employees during some point in the hiring process, usually either in the initial phase or the contingent phase.\r\nA) 25\r\nB) 50\r\nC) 65\r\nD) 80\r\nE) 95\r\n3) The best way for an employer to find out if a potential employee can do a job is by ________.\r\nA) using the interview process\r\nB) using a written test\r\nC) having them spend a day in the office\r\nD) administering an IQ test\r\nE) using a performance simulation test\r\n4) Work sample tests are widely used in hiring ________.\r\nA) unskilled labor\r\nB) skilled workers\r\nC) professional workers\r\nD) managers\r\nE) knowledge workers\r\n5) The results of which of the following tend to have a disproportionate amount of influence on employee selection decisions?\r\nA) interviews\r\nB) written tests\r\nC) performa nce simulation tests\r\nD) work sampling methods\r\nE) disposition tests\r\n6) The behavioral structured interview is built on the assumption that\r\n________. A) past behavior is the best prognosticator of future behavior\r\nB) technical knowledge and skills are the best predictor of job performance C) spirit is the best predictor of job performance\r\nD) genius and mood are highly correspond\r\nE) technical knowledge and mood are highly correlated\r\nPart B: TRUE /FALSE Questions\r\n1) As a selection device, written tests have decreased in usage during the past 20 years. (TRUE /FALSE)\r\n2) A test that measures factors such as dependability, carefulness, responsibility, and honesty is referred to as a performance factor test.\r\n(TRUE /FALSE)\r\n3) Work samples getting even validities almost consistently superior to written adroitness tests. (TRUE /FALSE)\r\n4) In assessment centers, job candidates are evaluated as they go through several days of exercises that take over real problems they would confront on the job. (TRUE /FALSE)\r\nTUNKU ABDUL RAHMAN COLLEGE\r\nABDM2083 ORGANIZATION & HUMAN RESOURCE\r\nTUTORIAL 14\r\nTopic 13 & 14: Human Resource Policies and Practices ( functioning Evaluation)\r\nPart A: Multiple Choice Questions\r\n1) Performance evaluations today are generally based on which three types of behavior? A) task performance, productivity, tenure\r\nB) productivity, efficiency, absenteeism\r\nC) task performance, citizenship, counterproductivity\r\nD) citizenship, counterproductivity, personality\r\nE) leadership, training, efficiency\r\n2) Performance evaluations are used as a mechanism for all of the following\r\nexcept ________.\r\nA) monitoring the success of marketing strategies\r\nB) determining promotions\r\nC) pinpointing employees skills\r\nD) identifying training and development needs\r\nE) providing feedback to employees\r\n3) Which of the following is not a weakness of the 360-degree evaluation system? A) by art ificial means inflated feedback from peers\r\nB) insufficient training for performance evaluators\r\nC) discrepancies between evaluating groups\r\nD) provides a wide performance perspective\r\nE) difficulties in reconciling differing evaluations\r\n4) Performance evaluations are used to ________.\r\nA) improve group cohesiveness\r\nB) define departmental structure\r\nC) help management make HR decisions\r\nD) identify how jobs are completed\r\nE) decrease conformity within organizations\r\n5) Which of the following is the least predictive set of criteria used to evaluate employees?\r\nA) traits\r\nB) task outcomes\r\nC) behaviors\r\nD) personality\r\nE) mood\r\nPart B: Discussion Questions\r\n1) What are the three most popular sets of criteria for evaluating employee performance?\r\nThe three most popular sets of criteria for evaluating employee performance are individual task outcomes, behaviors, and traits.\r\na) If ends count, rather than means, then management should evaluate a n employee’s task outcomes. In many cases, it’s difficult to identify specific outcomes that can be directly traceable to an employee’s actions.\r\nb) It’s not unusual for management to evaluate the employee’s 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.\r\n2) Who should perform employee evaluations?\r\nWith many of today’s organizations using self-managed teams, telecommuting, and other organizing devices that distance bosses from their employees, an employee’s speedy superior may not be the most reliable judge of that employee’s 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 combat-ready in their own performance evaluation. In most situati ons, in fact, it is highly advisable to use eightfold sources of ratings. Any individual performance rating may say as much about the rater as about the person being evaluated. By averaging crosswise raters, we can obtain a more reliable, unbiased, and immaculate performance evaluation.\r\n'