BUS 520-Leadership and Organizational Behavior Entire Course

 

BUS 520 Assignment 1 – Finding the Leader in You Self-Assessment Johari Window

BUS 520 Assignment 2 – Integrating Culture and Diversity in Decision Making The CEO and Organizational

BUS 520 Assignment 3 – Teamwork and Motivation

BUS 520 Assignment 4 – Leadership Style What Do People Do When They Are Leading

BUS 520 Midterm Exam – All Possible Questions

BUS 520 Final Exam – All Possible Questions

 

BUS 520 Assignment 1 – Finding the Leader in You Self-Assessment Johari Window

 

The Johari Window emphasizes that we may not be aware of everything that there is to know about
ourselves. Others may know things about us that we just cannot see or are unwilling to admit. One way to
improve our personal relationships is to increase what we know about ourselves and what others know
about us. The following two (2) behaviors are key to improving personal and professional relationships:
• Openness to Feedback – we have to recognize that others see things in us that we may not be
aware of and accept information they provide.
• Willingness to Disclose – we have to trust others enough to share personal information with them.
Grasping the realities of organizational behavior begins with an understanding one’s own personality and
behavioral tendencies. Assignment 1 is designed to address issues of personal understanding, planning,
and professional development. By analyzing your own assessment, you will understand how
intuitiveness, culture, diversity, and leadership style influence decision making. Reference the scores of
the assessments that you completed for homework in Week 1 as you complete this assignment.
Write a two to three (2-3) page paper in which you:
1. Develop a profile of your personality characteristics and assessment results.
2. Summarize the results of the assessments you completed for homework in Week 1.
3. Analyze how attributes / scores speak to your relationships and career choice.
4. Submit the completed Self-Assessment Score Sheet as an appendix in Assignment 1.
5. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other
Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all
sides; citations and references must follow APA or school-specific format. Check with your
professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s
name, the course title, and the date. The cover page and the reference page are not included in
the required assignment page length.

 

BUS 520 Assignment 2 – Integrating Culture and Diversity in Decision Making The CEO and Organizational

 

Choose one (1) of the following organizations to research: Google, Zappos, Southwest, Hewlett Packard,
Xerox, W.L. Gore, DuPont, or Procter & Gamble. Use a variety of resources (company Website,
newspaper, company blogs, etc.) to research the culture of the selected organization. Note: Use
Question 6 as your conclusion. An abstract is not necessary for this assignment.
Write a three to four (3-4) page paper in which you:
1. Provide a brief (one [1] paragraph) description of the organization you chose to research.
2. Examine the culture of the selected organization.
3. Explain how you determined that the selected organization showed the signs of the culture that
you have identified.
4. Determine the factors that caused the organization to embody this particular culture.
5. Determine what type of leader would be best suited for this organization. Support your position.
6. Imagine that there is a decline in the demand of product(s) or services supplied by the selected
organization. Determine what the change in culture would need to be in response to this situation.
7. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other
Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all
sides; citations and references must follow APA or school-specific format. Check with your
professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s
name, the course title, and the date. The cover page and the reference page are not included in
the required assignment page length.

 

BUS 520 Assignment 3 – Teamwork and Motivation

 

Imagine that you are the owner of a small manufacturing company. Your company manufactures a
commodity, widgets. Your widget is a clone of a nationally known widget. Your company’s widget,
WooWoo, is less expensive and more readily available than the nationally known brand. Presently, the
sales are high; however, there are many defects, which increase your costs and delays delivery. Your
company has fifty (50) employees in the following departments: sales, assembly, technology, and
administration.
Write a five to six (5-6) page paper in which you:
1. Design an organization motivation plan that encourages:
a. high job satisfaction
b. low turnover
c. high productivity
d. high-quality work
2. Propose two (2) methods to motivate all of the employees in the organization. Rate these
methods in order of importance.
3. Propose three (3) ways to motivate the minimum wage service worker. Support your suggestions
with a motivation theory.
4. Analyze the relevance of the individual worker in today’s organizational context.
5. Re-create and complete the following Individual Work to Teamwork chart using Microsoft Office
or an equivalent such as OpenOffice.
The left-hand column is filled with terms that describe an individual worker. Fill in the right-hand
column with descriptive terms that suggest the desired change in behavior from individual work to
teamwork. Use Chapter 8 as a reference. Note: The graphically depicted solution is not included
in the required page length.

 

BUS 520 Assignment 4 – Leadership Style What Do People Do When They Are Leading

 

Choose one (1) of the following CEOs for this assignment: Larry Page (Google), Tony Hsieh (Zappos),
Gary Kelly (Southwest Airlines), Meg Whitman (Hewlett Packard), Ursula Burns (Xerox), Terri Kelly (W.L.
Gore), Ellen Kullman (DuPont), or Bob McDonald (Procter & Gamble). Use the Internet to investigate the
leadership style and effectiveness of the selected CEO.
Write a five to six (5-6) page paper in which you:
1. Provide a brief (one [1] paragraph) background of the CEO.
2. Analyze the CEO’s leadership style and philosophy, and how the CEO’s leadership style aligns
with the culture.
3. Examine the CEO’s personal and organizational values.
4. Evaluate how the values of the CEO are likely to influence ethical behavior within the
organization.
5. Determine the CEO’s three (3) greatest strengths and three (3) greatest weaknesses.
6. Select the quality that you believe contributes most to this leader’s success. Support your
reasoning.
7. Assess how communication and collaboration, and power and politics influence group (i.e., the
organization’s) dynamics.
8. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other
Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all
sides; citations and references must follow APA or school-specific format. Check with your
professor for any additional instructions.
• Include a cover page containing the title of the assignment, the student’s name, the professor’s
name, the course title, and the date. The cover page and the reference page are not included in
the required assignment page length.

 

BUS 520 Midterm and Final Exam – All Possible Questions

 

Question Type: True/False

 

  1. An essential criterion of a true team is that the members feel “collectively accountable” for what they accomplish.

 

  1. High-performance teams turn a general sense of purpose into specific performance objectives.

 

  1. Members of high-performance teams have the right mix of technical, problem-solving, decision-making, and interpersonal skills.

 

  1. High-performance teams have strong core values that help the team members guide their attitudes and behaviors in directions consistent with the team’s purpose.

 

  1. High-performance teams’ members focus on individual effort and excellence.

 

  1. Teamwork usually happens naturally in a group, without much effort on the part of members and leaders.

 

  1. Specific objectives provide a clear focus for solving problems and resolving conflicts.

 

  1. Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase team effectiveness.

 

  1. Team building is an effective way to deal with teamwork difficulties when they occur or to help prevent them from occurring in the first place.

 

  1. The first step in the team-building process is data gathering and analysis.

 

  1. The second step in the team-building process occurs when members work together in planning for team improvements.

 

  1. The last step in the team-building process occurs when members work together to evaluate the results.

 

  1. The team building process is highly collaborative.

 

  1. Team building in the formal retreat approach takes place in the firm’s headquarters facility, typically over a weekend, when the building is quiet.

 

  1. The formal retreat approach to team building offers opportunities for intense and concentrated effort to examine group accomplishments and operations.

 

  1. The outdoor experience approach to team building places group members in a variety of physically challenging situations that must be mastered through teamwork, not through individual work.

 

  1. In a continuous improvement approach to team building, the team members commit themselves to monitoring group developments and accomplishments on an ongoing basis and making the day-to-day changes needed to ensure team effectiveness.

 

  1. In a continuous improvement approach to team building, the manager, team leader, or group members themselves take responsibility for regularly engaging in the team-building process.

 

  1. Special problems relating to team processes may arise as more and more jobs are turned over to teams and as more and more traditional supervisors are being asked to function as team leaders.

 

  1. Effective teams have no further need for leadership efforts, after team building, to improve team processes.

 

  1. Problems regarding participation, goals, control, relationships, and process are likely to occur in a new team or when new members join existing teams.

 

  1. According to Schein, the friendly helper is insecure, suffering uncertainties of intimacy and control.

 

  1. In coping with the challenge of entering a team, tough battlers are those individuals who are frustrated by a lack of identity in the new group and who may act aggressively or reject authority.

 

  1. In his studies of how people cope with the challenge of entering a team, Edgar Schein labeled individuals who act in a passive, reflective, and even single-minded manner while struggling with the fit between individual goals and group directions as disruptive entrants.

 

  1. Research in social psychology suggests that the achievement of sustained high performance by groups requires that members’ task needs and maintenance needs are met.
  2. Distributed leadership is the sharing of responsibility, by all members, for meeting individual needs.

 

  1. Maintenance activities directly contribute to the performance of important group tasks.

 

  1. A role is a set of expectations associated with a job or position on a team.
  2. Role ambiguity occurs when a person is uncertain about his or her role in a job or on a team.
  3. Role conflict occurs when someone is unable to meet the expectations of others.

 

  1. The norms of a group or team represent ideas or beliefs about how members are expected to behave.

 

  1. The performance norm conveys expectations about how hard group members should work and what the team should accomplish.

 

  1. A leader can establish positive norms within groups and teams by acting as a positive role model, reinforcing and rewarding desired behaviors, selecting members who can and will perform, and providing support and training for members.

 

  1. The statement “on our team, people always try to work hard” is an example of a positive high-achievement norm.

 

  1. The statement, “People on this committee are good listeners and actively seek out the ideas and opinions of others” reinforces the negative support and helpfulness norm.

 

  1. Cohesiveness of a group or team is the degree to which group or team members are attracted to and motivated to remain a part of the group or team.

 

  1. Generally, the more cohesive the group, the greater the conformity of members to group norms.

 

  1. In terms of team productivity, the best-case scenario of a work team’s performance norms and cohesiveness occurs with high performance norms and high team cohesiveness.

 

  1. From a manager’s perspective, the worst-case scenario of a work team’s performance norms and cohesiveness occurs with negative performance norms and high team cohesiveness.

 

  1. Team cohesiveness tends to be low when members are similar in age, attitudes, needs, and backgrounds.

 

  1. Group cohesiveness tends to decrease when groups are physically isolated from others and when they experience performance success or crisis.

 

  1. A key negative aspect of inter-team dynamics is that the members of each team may divert energies toward their mutual animosities rather than on the performance of important tasks.

 

  1. A positive aspect of intergroup competition occurs when the members of each group work harder, become more focused on key tasks, and develop more internal loyalty.

 

  1. Inter-team dynamics are relationships between groups cooperating and competing with one another.

 

  1. Decentralized communication networks create high levels of member satisfaction and work best when team tasks are complex and non-routine.