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),4Essays(45 pts each). You have 3.5 hoursto complete the exam. SAVE frequently, becausewhen 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. Help Desk phone number: 800-594-2402. See Syllabus/"Due Dates for Assignments & Exams" for due date information.

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)

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

Question 3.3.(TCO E, F) Identifyand 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)

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

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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 AnalysisEmployee ResultsManagement Ideal ResultsGapTypical Ideal Results

11AchievementConstructive Styles41.0%87.0%4678.0%

12Self-Actualization34.0%81.0%4782.0%

1Humanistic-Encouraging34.0%91.0%5785.0%

2Affiliative38.0%93.0%5571.0%

3ApprovalPassive -Defensive Styles56.0%31.0%-2527.0%

4Conventional55.0%26.0%-2918.0%

5Dependent46.0%22.0%-2424.0%

6Avoidance71.0%16.0%-5527.0%

7OppositionalAggressive - Defensive Styles63.0%38.0%-2545.0%

8Power41.0%18.0%-2330.0%

9Competitive51.0%30.0%-2142.0%

10Perfectionistic63.0%32.0%-3125.0%

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 nexttwosteps in PieintheSky.com's change process. How would you prioritize and sequence the necessary change?(Points : 40)

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)

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)

Question 4.4.(TCO A, B) Faxco Incorporated is abusiness with 500 employees. The CEO of the company has recently learned, based on employee surveys, that the employees are not very happy withthe 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 askedyou 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 Manager2's staff meeting. Heruns theTech Departmentand has20 employees.He was very upset with theMarketing 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)

Question 5.5.(TCO E, F) Neff Incorporated is a small business with 100 employees and4 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 veryloud argument about Project X, in the cafeteria during lunch break. Manager1 is told about the argument and he sends out an email which says: "Greetings everyone. I heardthat 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 thougha littleworkplace stress can sometimes build up. It is good that we have such a warm, friendly group of employeesworking hereat Neff Incorporated".

On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager2 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 smalldisagreements 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)

Question 6.6.(TCO D) Identify thefivestages of team development, and explain what happens at each stage. Give a specific example from your own experience to highlightoneof 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

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