COMPLETE COURSE MGMT591COMPLETE COURSE
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Saturday, 7 November 2015

COMPLETE COURSE MGMT591COMPLETE COURSE

MGMT591COMPLETE COURSE MGMT591COMPLETE COURSE

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MGMT 591 Week 2 Course Project Proposal

Brief Proposal of Research (Due This Week)
Your individual Brief Proposal of Research is due this week.
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 brief narrative description of the organizational problem that you would like to research and resolve;
3.a preliminary problem statement in the form of a researchable question; and
4.which TCO or textbook topic your problem is related to.
This Course Project is NOT a team effort. Review the MGMT591 Course Project Paper Organization Guide located in Doc Sharing. Your Brief Proposal of Research is due this week.

MGMT 591 Week 3 Case Study

The Case Study for this week is Building a Coalition, which appears on page 629 of the course text.
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 not 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 papermustinclude the following labeled sections.
Category
Points
Description
Part I: Group Development
15
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
30
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 in class if you feel they are relevant.
Part III: Retrospective Evaluation
40
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
15
What would you advise as a strategy for managing diversity issues for program leaders?

Grading Rubrics

Criteria
Failed to Meet Minimum Standards
Met Minimum Standards

60% = 60 points, D
Satisfactory

70% = 70 points, C
Good

80% = 80 points, B
Superior

90% = 90 points, A
Part I: Group Development

(15 points)
No problem summary included

0
Identifies the stages of group development with some summary; does not tie theory back to the case

9
Identifies the stages of group development with some summary, and ties theory to the case situation with minimal supporting evidence from the case and text

11
Identifies the stages of group development and ties theory to the case situation with supporting evidence from the case and text

13
Clearly and accurately identifies the primary issues presented by the case with clear supporting evidence from the case

15
Part II: Problem Identification

(30 points)
No possible solutions discussed

0
Discusses case in general terms with no insight into the real issues presented

20
Discusses issues presented by the case generally, without supporting references; identifies secondary issues, not primary issues

23
Identifies the primary issues presented by the case with some supporting references to the case

26
Clearly and accurately identifies primary and secondary issues presented by the case with clear supporting evidence from the case

30
Part III: Retrospective Evaluation

(40 points)
None provided

0
Does not clearly identify or explain selected recommendation for solutions

27
Identifies recommended solutions with no implementation steps

31
Clearly identifies recommended solutions with discussion of implementation steps at a summary level

35
Gives a clear and focused analysis with implementation recommendations; directly relates selection to course readings

40
Part IV: Reflection

(15 points)
None provided

0
Perfunctory effort at answering question

10
Summary level reflection on leadership

11.5
Good faith effort in examining leadership issue with supporting material

13.0
Well-presented insights into leadership issue with supporting material

15

MGMT 591 Week 4 Course Project Outline

Expanded Research Proposal

Your Expanded Research Proposal is due this week. Refer to the Course Project content item under Course Home for the guidelines and grading rubrics.

MGMT 591 Week 6 OCI Results

OCI Results

Go to theOCIand follow the instructions on the site. Submit your OCI results to the Dropbox for this week.

MGMT 591 Week 7 Course Project

Topic Selection
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 of our TCOs or specific topics in the syllabus are related to the problem you identify.
Research Sources
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 EBSCOhost for your research: EBSCOhost.
Paper Format
1.      All papers should be single sided, double-spaced, using a 11- or 12-point font.
2.      Length of the paper to be between 10 and 12 pages, not counting cover page and appendices.
3.      The first page should include the title of the work, student name, address, telephone and e-mail address, course number, date, and instructor name.
4.      Follow APA style for general format and citations.
5.      Paper sections must adhere to the guidelines below and each section must be labeled in the text.
6.      Language should be clear, concise, and precise.
7.      Tone should be professional, consistent, and not filled with jargon.
8.      Grammar and syntax (sentence structure) must be correct.
9.      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.
1.      Figures and tables should appear on the same page as or the page after the text that refers to them.
2.      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 APA style guide for assistance with properly citing quoted and/or borrowed materials and ideas.
Milestones
WEEK
ACTION REQUIRED
1
Familiarize yourself with course content and select an organization and problem area to research.
2
Submit written Brief Proposal of Research containing the following:
1.      A brief overview of the chosen organization and your role in it
2.      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 TCO or textbook topic 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 the 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.
4
Submit written Expanded Research Proposal containing the following:
1.      Documentation of at least three initial scholarly sources from the library
2.      Expanded introduction to the organization
3.      Expanded description of your chosen problem
4.      Preliminary solution options (bulleted)
5.      Preliminary analysis of leadership and organizational behavior concepts addressed in the paper
57
Continue to work on class project; seek instructor help as required.
7
Submit completed project.

MGMT 591 Week 2 LSI Paper.docx

Your Assignment:
Complete (on your own) the LSI according to the procedure outlined here, so that you end up with your "Life Styles Circumplex" profile: 12 "personal thinking style" scores, one score for each section of the circumplex.
Write a 3–5 page paper examining and explaining your LSI results. There are more details in the table below.
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.

MGMT591 All Discussion Questions (Keller Graduate School of Management)

MGMT591 Week 1 DQ 1 Rules for High Performance Organizations
MGMT591 Week 1 DQ 2 Satisfied Workers
MGMT591 Week 2 DQ 1 Performance Management, Diversity, and Motivation
MGMT591 Week 2 DQ 2 Motivational Theory
MGMT591 Week 3 DQ 1 A Lesson in Team Building
MGMT591 Week 3 DQ 2 What Constitutes a Team
MGMT591 Week 4 DQ 1 Conflict and Negotiation
MGMT591 Week 4 DQ 2 Organizational Communication
MGMT591 Week 5 DQ 1 Power and Influence
MGMT591 Week 5 DQ 2 Leadership
MGMT591 Week 6 DQ 1 Organizational Culture Inventory
MGMT591 Week 6 DQ 2 Resistance to Change
MGMT591 Week 7 DQ 1 Organizational Design Preference
MGMT591 Week 7 DQ 2 Empowering Teams

 

MGMT591 Midterm Quiz

1. Question:
Consider this story that appeared in the August 11, 1998 Wall Street Journal: Work Hard, Play Hard: Employers use fun to boost morale
All 25 partners at Certilman, Balin, Adler & Hyman, an East Meadow, N.Y., law firm, are invited to a free conference-room lunch every day. Managing partner Bernard Hyman says the lunches began as a chance to talk business but soon became anticipated social gatherings. “We tell stories, talk about the weekend,” he says, “talk about the football game, talk about our husbands, talk about our wives, talk about our children.”
During lunchtime at JW Genesis Financial Corp., Boca Raton, Fla., Vice Chairman Joel Marks lets workers view his TV-sitcom tapes, including “Seinfeld,” “Mary Tyler Moore” and “Taxi.” Terry Deal, business professor at Vanderbilt University in Nashville, Tenn., says companies that bring play and celebration into the workplace often have higher profits. A book he co-wrote cites as an example Southwest Airlines, which encourages crews to joke with passengers.
But he says few companies incorporate play: “One thing we are finding over and over is that work just isn’t any fun anymore.”
Some observers would argue the fun work place is just another fad? What do you think? Does having fun at work lead to higher productivity? Use course concepts to formulate your response.
2. Question:
TCO (C). An October 15, 2004 article by Scott Wyman in the South Florida Sun-Sentinel included the following information on salaries awarded in the county:
“When it comes to getting extra money as a reward for hard work in Broward County government, it pays to work as closely as possible to county commissioners -- preferably right outside their office doors. The average bonus given to that elite staff topped the $5,000 maximum set in the incentive program and was almost triple that received by other employees, according to personnel and audit records reviewed by the South Florida Sun-Sentinel.
Business experts said differences between the bonuses awarded to those at the top of an organization and the rest of its employees is common. Yet, they said, it often is a cause of workplace friction and low morale.”
a. Based on what you’ve learned in this course, use J. Stacy Adam’s Equity Theory to fully explain why this disparity of rewards caused workplace friction and low morale. Include in your answer the specific reason why the lower-paid county workers are motivated to do what they did - cause friction and experience low morale.
b. How can county management reduce the perception of inequity? 
3. Question: Organizational Behavior is just common sense and has little relevance for managers today. Discuss this statement giving examples to support your answer

4. Question: TCO (E). In the May 18, 1998 issue of BusinessWeek, the story line read “Nice Guys Finish With MBAs.” The following is an excerpt from that piece:
“ . . . nearly half of this year’s top B-school graduates turned down their highest-paying job offer, preferring to work for companies that offered room for personal growth or had a more appealing corporate culture.” (p. 8)
Given your understanding of organizational culture and using OCI terminology, offer an explanation why, according to the article, MBA grads are focusing less on salary and more on the organization’s culture.
1. In your response define organizational culture and discuss which OCI styles most likely appeal to these graduates.
2. How can a culture be a liability to an organization?

MGMT591 Final Exam

Leadership & Organization Behavior Final Exam
1. TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that contribute to understanding ourselves and others within the organizational behavior environment. (Points : 10)
2. (TCO D) Referring to the team decision-making process, define consensus and unanimity and explain the difference between the two.(Points : 10)
3. (TCO E, F) Although conflict is usually considered a negative experience to be avoided, it actually has the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a positive influence. (Points : 10)
4. (TCO G) There are six sources of position power in organizational settings. Identify and define three of these sources. (Points : 10)
5. (TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the Board of Directors, has decided that it's time to invest some time and capital in improving the corporate culture. The company has rebounded from a near calamity two years ago, and while it was a great scramble, the company survived and is in the strongest position ever. They knew that the culture had been strained by the episode and wanted sincerely to work to bring things back to "normal." With the assistance of local HR offices, a case was made to the employee population that certain aspects of their current culture might have suffered over the past few years and that it was time to think about change. 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 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. The survey confirmed their suspicions.

The table below provides you with the percentile scores from the employee population, the ideal scores from management, and 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.
Referencing the information presented above, please analyze the current culture at AllGoodThings.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 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 nexttwo steps in the AllGoodThings.com change process. How would you prioritize and sequence the necessary change?
(Points : 40)
6. (TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement about the job. The employee's familiar positive tone and high energy approach to the job and the workplace seem to be on the wane. You really don't know what is going on with this person. But, you can try to start to understand this employee by examining various motivation theories. Use elements from each of Maslow's theory, Herzberg's Two-Factor theory, and Equity theory and assemble your own motivation theory to help you to start understanding this employee. Be sure to fully explain and define all elements that you use in your new model of motivation. Finally, compose a short case to demonstrate how your motivation model can actually be applied. (Points : 40)
7. (TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both studies identified two basic forms of leader behaviors. What were the similarities in the findings from these two studies and what was the significance of the research? (Points : 30)
8. (TCO A, B) In order to meet organizational goals and objectives management must comprehend organizational behavior in relationship to the functions of management. List and describe the management process functions and describe how the five personality traits contribute to the management process. (Points : 30)
9. (TCO E, F) Neff Incorporated is a small business with 100 employees and 4 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 very loud argument about Project X, in the cafeteria during lunch break. Manager 1 is told about the argument and he sends out an email which says: "Greetings everyone. I heard that 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 though a little workplace stress can sometimes build up. It is good that we have such a warm, friendly group of employees working here at Neff Incorporated".

On Tuesday, Susan and Bob get into another argument about Project X at lunchtime. Manager 2 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 small disagreements 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."
10. (TCO D) Define the concept of social loafing. Why does social loafing occur? Give an example of social loafing and a suggestion for how to prevent it. (Points : 20)

MGMT591 COMPLETE COURSE MGMT 591COMPLETE COURSE

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