MPO Midterm: Sample Questions

  1. “Everyone in a company should be aware of and held accountable for contributing toOrganizational Behavior.” Do you agree or disagree? Explain your answer. (10 marks)
    Positive:Each person has to embody the culture and buy into the values and vision o Each person is affected by the culture and influences it (each person is part to create the desired organizational cultureof it so if you don’t want to be accountable it is not a good fit/ environment)-

    Negative: Don’t pee in the pool….we are all in the pool-

    Bottom Line: “we” are the organization – Starbuckso Get rid of finger pointing at management when there are problems in the organization
  2. There are many environmental influences that affect an industry and an organization that organizational leaders need to pay attention to. Identify one internal change and one external change, and for each one, discuss the approach business leaders should take to respond.
    • What can you do?
    • 1. Pay attention to your employees’ job satisfaction levels asdeterminants of their performance, turnover, absenteeism, and withdrawal behaviors.

    2. Measure employee job attitudes objectively and at regularintervals in order to determine how employees are reacting to their work.

    3. To raise employee satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of his/her job to create work that is challenging and interesting to the individual.

    4. Consider the fact that high pay alone is unlikely to create a satisfying work environment.

    Stress is an unpleasant psychological process that occurs in response to environmental pressures.

    • Some people might think that influencing employee attitudes and stress is purely soft stuff, and not the business of serious managers, but as we will show,
    • attitudes often have behavioral consequences that directly relate to organizational effectiveness. The belief that satisfied employees are more productive than dissatisfied employees has been a basic tenet among managers for years, though only now has research begun to support it.
  3. One of the best ways to convince people to make changes in the way they do business isto provide them with specific details about the benefits that the change will have for them. Imagine you are in a meeting with your boss and she asks you to explain the value of investing organizational resources to implement the Job Characteristics Model into the organization. Explain the approach you will use to address her concern. (8 marks)
    ob characteristics theory is a theory of work design. It provides “a set of implementing principles for enriching jobsin organizational settings”.[1] The original version of job characteristics theory proposed a model of five “core” job characteristics (i.e. skill variety, task identity, task significance, autonomy, and feedback) that affect five work-relatedoutcomes (i.e. motivation, satisfaction, performance, and absenteeism and turnover) through three psychological states (i.e. experienced meaningfulness, experienced responsibility, and knowledge of results).[2]

    Core job characteristics[edit]

    Skill Variety: The degree to which a job requires various activities, requiring the worker to develop a variety of skills and talents. Jobholders can experience more meaningfulness in jobs that require several different skills and abilities than when the jobs are elementary and routine.[2]

    Task Identity: The degree to which the job requires the jobholders to identify and complete a workpiece with a visible outcome. Workers experience more meaningfulness in a job when they are involved in the entire process rather than just being responsible for a part of the work.[2]

    Task Significance: The degree to which the job impacts other people’s lives. The influence can be either in the immediate organization or in the external environment. Employees feel more meaningfulness in a job that substantially improves either psychological or physical well-being of others than a job that has limited impact on anyone else.[2] The degree to which the job impacts other people’s lives. The influence can be either in the immediate organization or in the external environment. Employees feel more meaningfulness in a job that substantially improves either psychological or physical well-being of others than a job that has limited impact on anyone else.[2]

    Autonomy: The degree to which the job provides the employee with significant freedom, independence, and discretion to plan out the work and determine the procedures in the job. For jobs with a high level of autonomy, the outcomes of the work depend on the workers’ own efforts,initiatives, and decisions; rather than on the instructions from a manager or a manual of job procedures. In such cases, the jobholders experience greater personal responsibility for their own successes and failures at work.[2]

    Feedback: The degree to which the worker has knowledge of results. This is clear, specific, detailed, actionable information about the effectiveness of his or her job performance. When workers receive clear, actionable information about their work performance, they have better overall knowledge of the impact of their work activities, and what specific actions they need to take (if any) to improve their productivity.[2][11]
  4. What are some benefits of Myers-Briggs Personality Inventory (MBTI)?
    As a leader, manager or HR Professional, one of your foundational strengths is the depth of your own self-awareness and awareness of how other’s tick.   You know the key to motivating people is being completely open and transparent and being able to be yourself, which in turn allows your team to follow suit.

    Learning and understanding how each other tick can help to: 

    • Avoid and resolve conflicts 
    • Play to an individual’s strengths Identify gaps in the team 

    Discover how your team style works best with customers

    Enable self-understanding and so reduce stress

    Help you learn to relax

    Aid career development

    Assist communication strategies

    Provide managers with the understanding to give effective feedback

    Inform personal development plan

    Work together more effectively

    Relate to each other with greater understanding

    Encourage true psychological diversity

    Support people through life transitions

    Inform your  own and others decision making

    Develop thinking skills

    Develop emotional intelligence

    Identify and develop strengths and weaknesses

    Develop leaders,  managers, teams and HR expertise

    Encourage team members to understand and appreciate different strengthsImprove and change culture.
  5. Why teach people Emotional Intelligence?
    motional intelligence is defined by the ability to understand and manage our emotions and those around us. This quality gives individuals a variety of skills, such as the ability to manage relationships, navigate social networks, influence and inspire others.

    • Emotional intelligence (EI) is a person’s ability to
    • (1) perceive emotions in the self and others,
    • (2) understand the meaning of these emotions, and
    • (3) regulate one’s emotions accordingly in a cascading model

    People who know their own emotions and are good at reading emotional cues—for instance, knowing why they’re angry and how to express them- selves without violating norms—are most likely to be effective.68

    The Case for EI

    The arguments in favor of EI include its intuitive appeal, the fact that it predicts criteria that matter, and the idea that it is biologically based.

    5 Reasons why EI is critical for leaders:

    • 1. Self-Awareness
    • Leaders with emotional intelligence are self-aware and able to recognize emotions as they happen. This is a vital skill for leaders, as it helps them obtain a clear understanding of their strengths and weaknesses without any obstruction. In addition, great leaders are able to perceive emotions as they arise in response to an action or situation. As a result, they are able better able to address problems and handle any future complications.

    2. Emotional Management

    The prior skill gives leaders the ability to stay aware of their feelings. The next step is learning how to manage those emotions. Leaders with high emotional intelligence are able to regulate themselves and stay in control. These individuals are unlikely to rush headlong into hasty decisions or let their anger take over their behavior.  It is vital that individuals in managerial positions keep their emotions in check, as it will help them stay in a respected position.

    3. Effective Communication

    What is the benefit of emotional awareness and management if you are unable to clearly express your thoughts? Luckily, individuals with emotional intelligence also have the skill of effective communication. They are able to clearly convey directions and know what to say in order to inspire and motivate others. An important skill for leaders, communication can be a deciding factor in whether the team listens or not.

    4. Social Awareness

    Leaders with emotional intelligence are well tuned to the emotions of others and are able to pick up on what is going on around them. They are able to sympathize with others by putting themselves in the employee’s shoes and giving helpful feedback. This is a critical skill for leaders, who work closely to inspire and motivate a team. If the leader is unable to empathize with their employees, he or she will surely find it difficult to obtain respect or loyalty.

    5. Conflict Resolution

    In the workplace, there’s always the risk that emerging conflicts can threaten or disrupt efficiency and productivity. However, leaders with emotional intelligence are equipped to handle conflicts and provide resolution. With this skill, leaders can quickly placate any disagreements that arise between employees, customers, and other parties. In conjunction with the above skills, leaders can use their emotional intelligence to develop a more effective workplace.
  6. Identify 2 judgment errors we make in the job interview process and explain the approach youcan take to minimize these errors in your decision making process
    Using un-objective criteria: Rather than "screening-out" candidates based on an initial gut feeling, or un-predictive criteria such as GPA, the address on the résumé, or the sound of a name, the interviewer should make sure that the job-evaluation process is as structured, job-specific and objective as possible. This will give them the chance to hire great people that might not have even been considered otherwise. 

    Personal preferences: As humans, we tend to like people who share our personal preferences and interests, such as music, sports, television shows, lifestyle choices and other behaviors that aren't relevant to the job. While interviewing, keep in mind that liking the same TV shows is not related to on-the-job performance. Interviewers should not let "being like me" unconsciously sway their judgment. f

    Checking social media: Social media profiles often contain pictures of candidates, as well as a plethora of information that is irrelevant to the job. Research has repeatedly shown that images and other irrelevant information can unconsciously undermine rational decision-making. 

    Asking ad-lib questions: During the structured section of the interview people often go off-script and wonder off into something that more closely resembles a friendly discussion. During at least part of the interview one should only ask the questions that are prepared as well as scripted follow-up questions. The more meaningful and standardized the information collected from candidates, the less room there is to make decisions based on factors that matter less
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MPO Midterm: Sample Questions