MGMT 591 Leadership and Organizational Behavior Full Course-DeVry
MGMT 591 Leadership and Organizational Behavior Full Course-DeVry
MGMT 591 Week 1 Discussion 1 Latest-DeVry
OB Challenges (graded)
This week, our text discusses the definition of organizational behavior, and in particular, its applied focus. Our lesson focuses on high-performance organizations (HPOs). However, in order to become a HPO, an organization needs to navigate the complexities of the workforce as well as mitigate the challenges that exist. What are some of the biggest challenges and opportunities that exist for managers in using OB concepts? Give specific examples.
How can the study of OB help organizations work through these challenges successfully?
MGMT 591 Week 1 Discussion 2 Latest-DeVry
The Individual: Diversity in Organizations (graded)
People are so complicated, there’s so much going on inside each of them, much of what we think we know about each of them we don’t. That’s where perception, presumption, and attribution, not to mention stereotype, fail us. There is no one set path. Idiosyncratic is the best way to really describe people. Everyone is outside the box. Everyone is an exception to the rule. No one is “the average.” It is ultimately the only true diversity. That makes each person, each individual, one of kind. Nothing routine about any of them. Source: Adapted from Louis Scheimer, Valdosta State University.
Let’s begin our exploration of INDIVIDUALS with a focus on diversity in the workplace from an OB perspective by discussing the following case study.
MGMT 591 Week 2 Discussion 1 Latest-DeVry
Satisfied Workers + Individual Differences (graded)
Our discussion this week focuses on the topics in Chapter 3-6 in the textbook. For starters…assume you are new to your job, and on the first day you have a conversation with your boss, who says, “Satisfied workers are productive workers.” Do you agree with her statement? Why? Why not? Please support your opinion with evidence from our readings. Please also remember to respond to your classmates’ posts to stimulate further discussion.
I will also introduce discussion starters related to emotion and mood, personality and values, and emotional intelligence as the week unfolds
MGMT 591 Week 2 Discussion 2 Latest-DeVry
Decision Making + Perception (graded)
Poor quality decisions are endemic in business today. As Paul Nutt remarked in his 2002 book, Why Decisions Fail, “Half of the decisions made in organizations fail, making failure far more prevalent than previously thought” (p. 22). Unfortunately, things have not improved dramatically since then. Fortunately, we have a useful body of knowledge available to help us improve our decision making skill. We’ll begin with a case study to get at some basic decision making fundamentals coupled with additional material I’ll share as we explore this important topic.
Here is our case study on decision making. Discussion questions found at the end of the case document.
Address only ONE question at a time.
Mid-week we’ll shift our focus to perception and attribution.
MGMT 591 Week 3 Discussion 1 Latest-DeVry
Application of Motivation Theories (graded)
CLASS…here is our case study on motivation for this week. Concentrate your efforts on helping the class understand the varied motivation theories in our readings this week.
MGMT 591 Week 3 Discussion 2 Latest-DeVry
Job Characteristics Model + Rewards/Recognition (graded)
In Chapter 8 our authors introduce the Job Characteristics Model. Please open the attached excel spreadsheet– Job Diagnostic Survey. Click on the survey tab at the bottom of the sheet and complete the survey.
Note that there are 5 tabs…introduction, survey, results, graph of your results, and tutorial.
Post your Motivating Potential Score (MPS) with a shortened title describing the job for which the score applies. Then describe specific things that can be done to enrich the job using the core job dimensions identified by the job characteristics model. What obstacles would have to be overcome to apply the model to this particular job? [Please list the scores for each of the 5 core job dimensions as well] NOTE:
Mid-week we shift our focus to rewards and recognition.
MGMT 591 Week 4 Discussion 1 Latest-DeVry
What Constitutes a Team? (graded)
CLASS….here is our group and team dynamics case study for this week.
I look forward to your comments and analysis.
MGMT 591 Week 4 Discussion 2 Latest-DeVry
A Lesson in Team Building (graded)
“Help! I have just been assigned to head a new product design team at my company. The division manager has high expectations for the team and for myself, but I have been a technical design engineer for four years since graduating from college. I have never managed anyone, let alone led a team. The manager keeps talking about her confidence that I will be very good at creating lots of teamwork. Does anyone out there have any tips to help me master this challenge? Help!”
You immediately start to formulate your recommendations. What are the three key things you will advise her to do, and why those three first?
MGMT 591 Week 5 Discussion 1 Latest-DeVry
Communication + Conflict (graded)
Class…here is our case study on conflict and communication.
p.s. Be sure to complete the conflict styles inventory in my first posting in this thread.
MGMT 591 Week 5 Discussion 2 Latest-DeVry
CLASS…here is our leadership case study for this week–Tale of Two Leaders.
PLUS as part of our coverage of leadership, complete the Personal Power Profile assessment in my first thread and share your results.
NOTE: Toward the end of the week, look for my discussion topics on followership and organizational politics.
MGMT 591 Week 6 Discussion 1 Latest-DeVry
Organizational Culture + OCI (graded)
CLASS…Here is our case study on organizational culture.
Please see my first thread posting. Also share your OCI results in the threads.
MGMT 591 Week 6 Discussion 2 Latest-DeVry
Organizational Structure + Design (graded)
CLASS…here is our case study on organization design and structure.
Self-assessment: Organizational Design Preference…Click here–>ORGANIZATION DESIGN PREFERENCE
MGMT 591 Week 7 Discussion 1 Latest-DeVry
Resistance to Change (graded)
CLASS…here is our case study on change for this week. Although a simple example of a change initiative gone wrong, it offers us many lessons to explore the full spectrum of change management issues. Focus all your efforts on this case study this week! I look forward to your comments and analysis in the threads.
Note: I will add further topics related to resistance and change as the week unfolds.
MGMT 591 Week 7 Discussion 2 Latest-DeVry
Stress Management + Performance Management (graded)
Currently, a quarter of all employees view their jobs as the number one stressor in their lives, according to the Centers for Disease Control and Prevention. The World Health Organization describes stress as the “global health epidemic of the 21st century.” Many of us now work in constantly connected, always-on, highly demanding work cultures where stress and the risk of burnout are widespread.
This is a problem that costs U.S. businesses significant losses in terms of productivity, increases in worker’s compensation claims, increased turnover, and increased health-care costs. Workers will experience job stress at some point in their lives. But what effect does it have on our health? According to new research, work stress damages our health just as much as exposure to secondhand cigarette smoke. See http://www.medicalnewstoday.com/articles/299142.php and here.
The effects of stress exist on a bell curve (see Video Here) — that is, some is good, but too much becomes bad: As the nervous system secretes more and more stress hormones, performance increases, but up to a point; after that tipping point, performance begins to suffer as the hormones continue to flow. Because stress is a threat to productivity and employee well-being, it is important we spend some time on this topic this week.
Review the chapter reading on stress. Complete the attached stress self-assessment. Sharing your results with the class is optional.
Let’s begin our discourse on stress management by starting with Case 5 in our textbook (copy resides in doc sharing).
Mid-Week we shift our focus to performance management in Chapter 17.
MGMT 591 Week 2 Life Styles Inventory Latest-DeVry
Life Styles Inventory (LSI)
Developing a willingness and ability to engage in self-reflection is a critical leadership skill that is not easily learned, yet which reaps many rewards. The Life Styles Inventory enables you to examine your unique way of thinking and how it influences your behavior.
Complete (on your own) the Life Styles Inventory according to the procedure outlined here, so that you end up with your Life Styles Circumplex profile: 12 personal thinking style scores, with one score for each section of the circumplex. See the embedded link for additional information.
Write a three to five page paper examining and explaining your LSI results. Make sure to comply with the Grading Rubric provided. The required page count does not include the title page or table of contents. Hint: The table of contents should include the four topics in the grading rubric.
Due date: Place the paper in the Dropbox by midnight on Sunday of Week 2.
LSI Style Interpretations
Go to the LSI1 Results page, find your circumplex profile, and click on the circumplex slice of one of the styles. The site will bring you to a customized interpretation of the style you clicked on.
Click on each of the 12 slices to see all of the customized style description pages.
MGMT 591 Week 3-5 and 7 Course Project Latest-DeVry
Research shows that people learn effectively when working on real problems grounded in their work experience. To this end, our Course Project is designed to incorporate students’ work experience into the learning process in this course.
The project is an opportunity to explore, in-depth, a topic related to the course objectives (TCOs) that is of significance to you or your organization (current or former).
Members of the class are required to prepare an applied research paper, with a minimum of 10 pages but not to exceed 15 pages in length (excluding cover page, table of contents and appendices), on a specific issue related to leadership or organizational behavior.
1. Select a specific organization of interest to you and identify a problem at the firm related to organizational behavior (OB).
2. Think of yourself as an organizational consultant and assume that a key manager has requested a thorough analysis and recommended course of action to resolve an actual organizational problem that will make a difference to the future performance of the organization.
3. Identify which course Terminal Course Objectives (TCOs) are related to the problem you identify.
1. All papers must have a minimum of six scholarly sources cited within the text of the paper and identified in the references section.
2. Additional research sources can be attached in a bibliography.
3. Review the following document for instructions on how to access and use EBSCO host for your research:.equella.ecollege.com/file/c30543ea-10f8-4a03-8448-cab2b4deb682/7/documents–ebsco_host_tutorial_updated.docx”>EBSCOhost.
1. All papers should be double-spaced, using an 11- or 12-point font.
2. The length of the paper is to be between 10 and 15 pages, not counting the cover page, table of contents, nor appendices.
3. The first page should include the title of the work, student name, course number and title, date, and professor name.
4. The second page should be a table of contents. It should, at a minimum, reflect the seven items listed in the Grading Rubric.
5. Follow APA style for general format and citations (see the APA Guidelines Tutorial in the Syllabus).
6. The paper sections must adhere to the guidelines below, and each section must be labeled in the text.
7. The language should be clear, concise, and precise.
8. The tone should be professional, consistent, and not filled with jargon.
9. Grammar and syntax (sentence structure) must be correct.
10. The report must be free of misspellings and typos.
Tables and Figures
1. All figures and tables must be referred to in your text before they appear on the page.
2. Figures and tables should appear on the same page as, or the page after, the text that refers to them.
3. All figures and tables need captions. Captions go below figures and above tables.
Quotations and Citations
1. Quotations and citations are crucial components of a research paper and must be present.
2. Failure to properly cite research sources and borrowed ideas is plagiarism.
3. Refer to the APA style guide for assistance with properly citing quoted or borrowed materials and ideas.
4. Turnitin is used on all reports and projects. A report can be obtained for your review prior to submitting your final work. Make sure that you are in compliance with the University’s 20/80 rule.
|1||Familiarize yourself with course content and select an organization and problem area to research.|
|3||Submit a written Brief Proposal of Research containing the following:
1. A brief overview of the chosen organization and your role in it
2. A preliminary problem statement in the form of a researchable question
3. A brief narrative description of the organizational problem that you would like to research and resolve
4. Which Terminal Course Objective(s) your problem is related to
|3||Conduct library research on your topic.
1. Identify a minimum of six scholarly resources for your project.
2. All resources for the paper must come from DeVry Library and must be of scholarly quality.
3. Use the librarians for assistance in accessing materials.
4. Review the Using EBSCO tutorial.
Please Note: Articles found online (many on consulting company websites, Internet magazines, or other blogs) will not be considered an acceptable scholarly resource. Conduct your research through a library where you can be assured that the sources are of scholarly quality.
|5||Submit a written Expanded Research Proposal containing the following:
1. Title page and Table of Contents
2. Documentation of at least three initial scholarly sources from the library
3. Expanded introduction to the organization
4. Expanded description of your chosen problem
5. Preliminary solution options (can be bullet points)
6. Preliminary analysis of leadership and organizational behavior concepts addressed in the paper
|6||Continue to work on the class project; seek professor help as required.|
|7||Submit the completed project.|
Your paper must include the following sections.
Title of your applied research paper, course number and title, professor, and date.
Provide an overview of the organization and your role in it. Give enough information about the firm to acquaint an unfamiliar person (no matter how famous the company). Identify name, location, size, market segment (business line), and a brief history. Identify the essential issues, events, or actions to help frame the problem and subsequent discussion points.
Identify and clearly state the problem (the leadership or organizational behavior issue that you have selected to research). The problem statement should be phrased in terms of a researchable question. For example, if a work group is not performing effectively, an effective problem statement might be “How can group performance be improved?”
A well-formed problem statement has the following.
1. Focus: The problem should be well-defined and specific enough for the reader to gain a clear idea of the OB topic area and the direction of your study and research.
2. Structure: If the problem statement is sufficiently focused, it will provide a basis for decisions about which information to include and which to exclude from the paper.
You must address at least six scholarly resources in this section. Approach this section as a mini book report on each of the reference sources that significantly informed your analysis and proposed solutions. Give the reader an encapsulated review of what information you found most relevant to your research. You may have found conflicting opinions or theories related to your topic area. Identify and discuss any such contrasts or describe in detail significant agreement among your sources. Your literature review should be separate and distinct from your analysis section; it is a summation of your research. The goal should be a paragraph containing a minimum of three to five sentences per review.
Explore the problem in depth and with scholarly rigor.
Provide an identification and description of the root causes of the problem or issue. Be sure not to address only symptoms of your problem. Diagnose the problem and its origins.
A critical element of this section is to apply leadership and organization concepts and models from our text, from class discussions, and from your literature review. Discuss the concepts, ideas, or insights that are most valuable in helping you make sense of the causes of the problem. Support your analysis with reference to appropriate research material.
Identify at least three potential workable solutions to your problem and identify the pros and cons of each alternative solution and its high-level implementation steps.
Identify your preferred solution and describe exactly what should be done and how it should be done, including by whom, with whom, and in what sequence. Always explain your thinking behind your final solution set. It’s important to be clear about why a particular alternative (solution) was chosen, as opposed to others.
Think about this assignment and write a well-thought-out reflective statement about how this assignment influenced your personal, academic, and professional leadership and managerial development.
You must use no fewer than six library resources outside of your textbook.
All references must be cited in two places—within the body of your paper and on a separate reference list. Choose references judiciously and cite them accurately. Cite all sources using APA format.
Please note that citing an author’s work within your text documents your research, identifies the source for readers, and enables readers to locate the source of information in the alphabetical reference list at the end of the paper. To use the ideas or words of another person without crediting the source is plagiarism. Plagiarism in its purest form involves copying passages either verbatim or nearly verbatim, with no direct acknowledgment of the source. The most common form of plagiarism is to paraphrase information from your source material. Paraphrasing does not relieve you of the obligation to provide proper identification of source data. The best way to avoid plagiarism is to make sure all quotes, ideas, or conclusions that not your own are given proper acknowledgment in your text.
Total Points 160
MGMT 591 Week 4 Case Study Latest-DeVry
Assignment and Guidelines
The case study for this week is Building a Coalition, which appears on page 580 of the textbook.
Each student is required to analyze this week’s case study and submit a two- to three-page paper addressing the key questions identified below. Remember that all case studies present both too much and too little information. There may be information presented that is not really relevant, and there may be scant information about a key area. This analysis does require interpretation of the information, and there is no one right answer; however, you must explain and defend any assumptions you made, or conclusions resulting from your analysis, with citations from the text or from the case itself. There is no need to research outside sources for this paper.
Your paper must include the following labeled sections.
Part I: Group Development
Identify and summarize the stages of group development. Reflecting on the case and textbook material, what stage is the group at now? How could an understanding of the stages of group development have assisted the Woodson Foundation in building a cohesive coalition? Support your conclusion with evidence from the case and our text.
Part II: Problem Identification
Identify key problems. Identify primary and secondary problems the Woodson Foundation is facing. Identify what the organization should have understood about individual membership in teams in order to have built group processes that were supportive of her groups’ goals. Do not necessarily limit yourself to only team theory here. Plumb any concepts we have covered to date if you feel they are relevant.
Part III: Retrospective Evaluation
Given that there is no one perfect solution for this situation, identify, describe, and defend two possible solutions to the primary problem(s).Clearly identify and defend both courses of action. Identify and discuss specific steps needed to implement your selections. Support your selections with evidence from the case, the text, or weekly discussion. Remember that deciding on a course of action entails envisioning and planning the steps to success. Be sure to identify implementation steps for both possible solutions. Almost every situation presented with relation to group dynamics and behavior can have multiple avenues for remedy. It is important to develop the ability to critically evaluate more than one alternative and rationally identify pros and cons of each. Presenting pros and cons for the identified alternative solutions in a table format within the paper is acceptable.
Part IV: Reflection
What would you advise as a strategy for managing diversity issues for program leaders?
MGMT 591 Week 6 Organizational Culture Inventory Latest-DeVry
Organizational Culture Inventory (OCI) (Due This Week)
Go to the OCI and follow the instructions on the site. There are two steps to this assignment.
(1) Submit your OCI results to the Dropbox for this week (pdf or copy/paste into Word).
(2) Add three to five paragraphs about your learning experience impacted by the Organizational Culture Inventory (OCI).
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions.
See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
MGMT 591 Final Exam Latest-DeVry
Question 1. (TCO 1, 2)
Identify the main elements included in affective events theory. Select any two of these elements and provide an example of how the factor can influence an employee’s job performance and satisfaction. (Points: 10)
Question 2. (TCO 4)
Describe Lewin’s three-step model used for managing change. (Points: 10)
Question 3. (TCO 5)
Identify and define four of the seven key elements in the communication process. Give a specific example of a possible breakdown in a communication flow. (Points: 10)
Question 4. (TCO 5)
Define power from an organizational behavior perspective. What is the difference between power and influence? Provide an example to illuminate your response. (Points: 10)
Question 5. TCO (C)
How does the job characteristics model motivate employees? (Points: 10)
Question 1. (TCO 2)
What is an attitude? Discuss the three basic components of an attitude. Conclude by discussion why managers or leaders need to understand the attitude concept? (Points: 45)
Question 2. (TCO 5)
Describe the communications process in detail, including all key parts and their particular function, as well as movement of the communications. Provide examples of each part and elaborate on each example. (Points: 45)
Question 3. (TCO 5)
Eagle Standard Inc. (ESI), a major engineering firm, specializes in designing aircraft parts for government contracts. ESI employs project managers and 42 engineers who are divided into project groups of six to seven members. The majority of project team leaders have spent time in France and Britain learning new technology. The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter. The project has been ongoing for 18 months, and all six engineers have been with this project group since its inception, working together on all of these projects. Eagle 6 works well together.
However, the Eagle 6 team has the most technical project, and its engineers have been working too much overtime. The senior project manager, Bruce Chalnick, interviewed and hired a new engineer to help out, Richard Hue. Richard has good qualifications and seems to be knowledgeable and motivated. The work is challenging and gives him the opportunity to showcase his computer skills and engineering knowledge. Two weeks in, he quickly became a contributing member of the team, showing initiative and the willingness to work overtime and weekends to research possible solutions to potential problems. Richard was particularly adept with the computer system, and Bruce is ecstatic about his new hire. Richard is a loner, on and off the job. He is from Country X, a small island with a high power-distance culture; all of the other members of the team were born and raised in the United States.
After three months, Richard’s learning curve had just about peaked, and he began to suggest new ways of doing things. He offered to mentor the other engineers, but each time he was rebuffed. He then went to Bruce Chalnick and asked for another part of the program to work on. At that point, a senior member of Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim stated he was speaking for the rest of the team and said Richard is stuck up and arrogant. Tim said he and the other team members felt Richard flaunts his education and knowledge, and none of them like him. In fact, they can’t stand him.
Bruce told Tim that Richard thinks that the rest of the team are slackers who talk about bowling and sports instead of working. Richard thinks he is disliked because he’s from Country X.
Bruce wants to keep everyone in the company, and more importantly, within the team, so how should Bruce handle this problem? Detail what he should do by applying at least two conflict management methods to enhance group and team performance. Include roles and decision making in your response. (Points: 45)
Question 4. (TCOs 3 & 4)
Identify the five stages of team development and explain what happens at each stage. Give a specific example from your experience to highlight one of the stages. (Points: 45)