(Mt) – assignment

College of Administrative and Financial Sciences Assignment 1 Deadline: 05/03/2020 @ 23:59 Course Name: Organizational Behavior Student’s Name: Course Code: MGT 301 Student’s ID Number: Semester: II CRN: Academic Year: 1440/1441 H For Instructor’s Use only Instructor’s Name: Dr xxxxxxxxxxxxxxx Students’ Grade: 00/05 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. Course Learning Outcomes-Covered 1 Demonstrate a clear understanding of human work behavior in the organizational setting and the implications of organizational behavior in the process of management (Lo 1.2). 2 Recognize the impact of organizational culture on shaping values, attitudes and behavior (Lo 1.9). Chapter No-2 & 3: Individual Behavior and Performance:Part-1 Assignment 1 Reference Source: Book-Wiley plus – 3-1: Week 3 Case Questions Essay- Lois Quam Case Study:-1 (05 Marks) Assignment Instructions: 1. Login to Black Board System, go to course organizational behavior. 2. Click on “course material and activities”. Open week 3 content page. 3. Click on overview, study notes and media. Scroll down to bottom side. Then click on week 3 case study reading. ( Lois Quam). 4. Open this critical thinking case study, read it thoroughly to answer the assignment questions. 5. Besides this case study use other material also to support your answer. Assignment Question(s): 1. How does Lois Quam use emotions and moods in her speeches to convey her viewpoint? Cite examples to support your statements. 2. Based on what you have learned about Lois Quam, create hypotheses about the attitudes of her colleagues at Tysvar while using the three basic components of attitudes in your theories. 3. Take a moment to research the Global Health Initiative. Why do you believe Lois Quam was chosen to lead this program? 4. Research question: Search news reports, Web sites, and blogs to find out more information on Tysvar. How is the company faring in its quest to make the world cleaner and safer for future generations? What implications might that have on Tysvar’s employees, their attitudes, and job satisfaction? Answer: 1. 2. 3. . What are individual differences and why are they important? What is personality? How are personality and stress related? What are individual values? Why is diversity important in the workplace? Copyright © 2012 John Wiley & Sons, Inc. 2-2 Individual differences attempts to identify where behavioral tendencies are similar and where they are different. Capitalizing on differences requires an understanding of what they are and valuing the benefits they can offer. ➢ Self awareness – being aware of one’s own behaviors, preferences, styles, biases, personalities, and so on. ➢ Awareness of others – being aware of the behaviors, preferences, styles, biases, and personalities of others. Copyright © 2012 John Wiley & Sons, Inc. 2-3 Components of Self ➢ Self-concept ▪ The view individuals have of themselves as physical, social, spiritual, or moral beings. ➢ Self-esteem ▪ A belief about one’s self worth based on overall selfevaluation. ➢ Self-efficacy ▪ A belief in one’s ability to successfully accomplish a specific task. Copyright © 2012 John Wiley & Sons, Inc. 2-4 Nature versus Nurture ➢ Heredity (nature) consists of those factors that are determined at conception, including physical characteristics, gender, and personality factors. ➢ Environment (nurture) consists of cultural, social, and situational factors. Copyright © 2012 John Wiley & Sons, Inc. 2-5 Heredity: Environment: Physical characteristics Cultural factors Gender Situational factors Social factors Personality CHANGE SLIDE Copyright © 2012 John Wiley & Sons, Inc. 2-6 Personality ➢ Combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others. Copyright © 2012 John Wiley & Sons, Inc. 2-7 “Big Five” personality dimensions ➢ Extraversion ▪ Being outgoing, sociable, assertive. ➢ Agreeableness ▪ Being good-natured, trusting, cooperative. ➢ Conscientiousness ▪ Being responsible, dependable, persistent. Copyright © 2012 John Wiley & Sons, Inc. 2-8 “Big Five” personality dimensions ➢ Emotional stability ▪ Being unworried, secure, relaxed. ➢ Openness to experience ▪ Being imaginative, curious, broad-minded. Copyright © 2012 John Wiley & Sons, Inc. 2-9 Social traits ➢ Surface-level traits that reflect the way a person appears to others when interacting in various social settings. Copyright © 2012 John Wiley & Sons, Inc. 2-10 Information gathering ➢ Getting and organizing data for use. ➢ Styles of information gathering range from sensation to intuitive. Copyright © 2012 John Wiley & Sons, Inc. 2-11 Copyright © 2012 John Wiley & Sons, Inc. 2-12 Evaluation in problem solving ➢ Making judgments about how to deal with information once it has been collected. ➢ Styles of information vary from an emphasis on feeling to an emphasis on thinking. Copyright © 2012 John Wiley & Sons, Inc. 2-13 Personal conception traits ➢ The way individuals tend to think about their social and physical settings, as well as their major beliefs and their personal orientation concerning a range of issues. Copyright © 2012 John Wiley & Sons, Inc. 2-14 Locus of control ➢ The extent to which a person feels able to control his/her own life. ➢ Concerned with a person’s internal-external orientation. Copyright © 2012 John Wiley & Sons, Inc. 2-15 Proactive Personality – Disposition that identifies whether or not individuals act to influence their environment. ➢ Show initiative ➢ Take action ➢ Persevere until meaningful change occurs Copyright © 2012 John Wiley & Sons, Inc. 2-16 Authoritarianism ➢ Tendency to adhere rigidly to conventional values and to obey recognized authority. Dogmatism ➢ Leads a person to see the world as a threatening place and to regard authority as absolute. Copyright © 2012 John Wiley & Sons, Inc. 2-17 People with a high Machiavellian personality: ➢ Approach situations logically and thoughtfully. ➢ Are capable of lying to achieve personal goals. ➢ Are rarely swayed by loyalty, friendships, past promises, or others’ opinions. ➢ Are skilled at influencing others. Copyright © 2012 John Wiley & Sons, Inc. 2-18 People with a low-Machiavellian personality: ➢ Accept direction imposed by others in loosely structured situations. ➢ Work hard to do well in highly structured situations. Copyright © 2012 John Wiley & Sons, Inc. 2-19 What are your Machiavellian tendencies? Take the Mach test to find out. Copyright © 2012 John Wiley & Sons, Inc. 2-20 Self-monitoring ➢ A person’s ability to adjust his/her behavior to external, situational (environmental) factors. Copyright © 2012 John Wiley & Sons, Inc. 2-21 Emotional adjustment traits ➢ How much an individual experiences distress or displays unacceptable acts. ➢ Type A orientation ➢ Type B orientation Copyright © 2012 John Wiley & Sons, Inc. 2-22 Stress ➢ A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities. Copyright © 2012 John Wiley & Sons, Inc. 2-23 Source of stress ➢ Stressors ▪ The wide variety of things that cause stress for individuals. ➢ Types of stressors ▪ Work stressors ▪ Life stressors Copyright © 2012 John Wiley & Sons, Inc. 2-24 Work-related stressors: ➢ Task demands ➢ Role ambiguities ➢ Role conflicts ➢ Ethical dilemmas ➢ Interpersonal problems ➢ Career developments ➢ Physical setting Copyright © 2012 John Wiley & Sons, Inc. 2-25 Life stressors ➢ Family events ➢ Economic difficulties ➢ Personal affairs Copyright © 2012 John Wiley & Sons, Inc. 2-26 Outcomes of Stress ➢ Constructive stress (or eustress) ▪ Occurs at moderate stress levels by prompting increased work effort, stimulating creativity, and encouraging greater diligence. ➢ Destructive stress (or distress) ▪ Dysfunctional levels of stress negatively impact both the individual and the organization. Copyright © 2012 John Wiley & Sons, Inc. 2-27 Coping Mechanisms ➢ Problem focused ▪ Manage the problem that is causing the distress. ➢ Emotion focused ▪ Regulate emotions or distress. o Positive ‘self talk’ can help. (Dr. Shad Helmstetter, video, 7 min.) Copyright © 2012 John Wiley & Sons, Inc. 2-28 ➢ Personal wellness ▪ Involves the pursuit of one’s job and career goals with the support of a personal health management program. ➢ Employee assistance programs ▪ Provide help for employees who are experiencing personal problems and related stress. Copyright © 2012 John Wiley & Sons, Inc. 2-29 Values ➢ Broad preferences concerning appropriate courses of action or outcomes. ➢ Values influence attitudes and behavior. Copyright © 2012 John Wiley & Sons, Inc. 2-30 Terminal values ➢ Reflect a person’s preferences concerning the “ends” to be achieved. Instrumental values ➢ reflect a person’s beliefs about the means for achieving desired ends. Copyright © 2012 John Wiley & Sons, Inc. 2-31 Maglino’s categories of workplace values ➢ Achievement ➢ Helping and concern for others ➢ Honesty ➢ Fairness Copyright © 2012 John Wiley & Sons, Inc. 2-32 Value congruence ➢ Occurs when individuals express positive feelings upon encountering others who exhibit values similar to their own. Copyright © 2012 John Wiley & Sons, Inc. 2-33 Think of a job you had in which you excelled and were most productive. Which of your individual values contributed to this? Copyright © 2012 John Wiley & Sons, Inc. 2-34 Culture ➢ The learned, shared way of doing things in a particular society. Copyright © 2012 John Wiley & Sons, Inc. 2-35 1) Power Distance  How willing are people to accept status and power? 2) Uncertainty avoidance  How strongly do people prefer structured organizations? 3) Individualism-collectivism  Which is more valued – the individual or the group? 4) Masculinity-femininity  Are stereotypical male/female traits valued? 5) Long-term/ short-term  Save for the future and be persistent, or ‘live for today’? orientation Copyright © 2012 John Wiley & Sons, Inc. 2-36 Copyright © 2012 John Wiley & Sons, Inc. 2-37 Workforce diversity ➢ Refers to a mix of people within a workforce who are considered to be, in some way, different from those in the prevailing constituency. Copyright © 2012 John Wiley & Sons, Inc. 2-38 Benefits of diversity: ➢ The benefits of diversity are achieved by acknowledging the strengths diversity can bring to organizations. Copyright © 2012 John Wiley & Sons, Inc. 2-39 ➢ Race ➢ Gender ➢ Ethnicity ➢ Economic ➢Religion ➢Sexual Orientation ➢Marital Status ➢Parental Status ➢ Education ➢ Disability ➢Military ➢ Religion ➢Experience Copyright © 2012 John Wiley & Sons, Inc. 2-40 Stereotyping ➢ Occurs when people make a generalization, usually exaggerated or oversimplified (and potentially offensive), that is used to describe or distinguish a group. Copyright © 2012 John Wiley & Sons, Inc. 2-41 Race and Ethnicity ➢ Title VII of the Civil Rights Act of 1964 protects individuals against employment discrimination on the basis of race and color, as well as national origin, sex, and religion. Copyright © 2012 John Wiley & Sons, Inc. 2-42 Gender  Women bring a different set of skills and styles to the workplace.  “Leaking pipeline” #of women decreases the more senior the roles become. Copyright © 2012 John Wiley & Sons, Inc. 2-43 Sexual Orientation ➢ Attitudes toward gays and lesbians have steadily improved. ➢ Many states now have executive orders protecting the rights of gay and lesbian workers. Copyright © 2012 John Wiley & Sons, Inc. 2-44 Age ➢ Diverse workforce (40% Baby Boomers, 36% GenXers, 16% Millennials). ➢ Generational mix provides an excellent example of diversity in action. ➢ Interesting discussion of this subject on current blogs. (e.g. CNNMoney) Copyright © 2012 John Wiley & Sons, Inc. 2-45 Disability ➢ Any form of impairment or handicap. ➢ Advocates are seeking new definition in order to remove the stigma that has been associated with the term ‘disability Copyright © 2012 John Wiley & Sons, Inc. 2-46 Social Identity Theory ➢ Developed to understand the psychological basis of discrimination. ➢ Categorizing yourself as a member of a social group leads to ‘in-group’ identification. Copyright © 2012 John Wiley & Sons, Inc. 2-47 Organizations can create and support an environment of valuing differences through such things as: ➢ Strong commitment from board and corporate officers. ➢ Influential mentors and sponsors to provide career guidance and help with navigating politics. ➢ Opportunities for networking. ➢ Role models from same-gender, racial, or ethnic group. ➢ Exposure through high-visibility assignments. ➢ Reducing subtle and subconscious stereotypes and stigmas. Copyright © 2012 John Wiley & Sons, Inc. 2-48 Assignment 1 Reference Source: Book-Wiley plus – 3-1: Week 3 Case Questions Essay- Lois Quam Case Study:-1 (05 Marks) Lois Quam Founder, Tysvar, LLC After accompanying Will Steger on a trip to Norway and the Arctic Circle, Lois Quam’s interest in global climate change was sparked. There she witnessed firsthand the astonishing changes in the polar ice masses and the resulting impact on wildlife. Inspired by Steger’s call for action to reduce global climate change, in 2009 Lois Quam left Piper Jaffray, a leading international investment bank, to become the founder and CEO of Tysvar, LLC, a privately held, Minnesota-based New Green Economy and health care reform incubator. In 2010, Quam was selected by President Barack Obama to head the Global Health Initiative. This case is a retrospective of her executive experience at Tysvar. “I’m focused on ways to finding solutions to really significant problems and taking those ideas to full potential,” Quam said. “I want to bring the green economy to reality in a way that is much broader than financing. I want to focus on areas where I can make the most difference bringing the green economy to scale.” Tysvar works with investors who can create the change they wish to see in the world rather than simply reacting to events as they unfold. The company is a strategic advisor and incubator of ideas, organizations, and people working to facilitate and build the New Green Economy (NGE) to scale. Tysvar’s goal is to contribute to a viable, profitable, and socially responsible industry of sustainability, clean technology, and renewable energy sources. Conscientiously working to play their part to create a more sustainable world for the next generation, Tysvar’s efforts include new creation of NGE industries, jobs, and investment opportunities, contributing to building NGE public policy frameworks, trade for import/export of clean technologies, and renewable energy sources around the world. “We stand on the brink of a very exciting time in the world,” according to Quam. The interest in developing renewable energy sources to replace dwindling fossil fuel supplies and reduce carbon dioxide emissions is worldwide. “It is a very difficult time in the financial markets right now to do this, but that will change. Good companies will find ways to get things done.” “I am an optimist about our future,” said Quam, “Which is why I started Tysvar. The challenges we face from climate change are immense, but so are our capabilities, and the rewards and benefits to humanity are even greater in the New Green Economy.” Lois Quam named her company after the hometown of her grandfather, Nels Quam. Tysvar is a majestically beautiful area in western Norway which is becoming a clean technology hub as part of Norway’s growing NGE leadership and will soon be the site of the world’s largest off-shore wind farm. Lois Quam has continually worked for a better tomorrow. In 2005, Quam was named Norwegian American of the Year. She believes there is much to learn from Norway: From balancing work and life, allowing parents to fully participate in the economy while still being active parents, to how successfully Norway is immersing itself in new energy technologies such as wind and biomass. As an arctic oil producing nation with a carbon tax since 1993, Norway has reinvested its oil wealth to become a world leader in renewable energy. Internationally recognized as a visionary and leader on universal health-care reform and the emerging NGE, Lois Quam embodies the skill sets needed to succeed in this new economy. Named in 2006 by Fortune magazine as one of America’s “50 Most Powerful Women,” Quam has worked as head of Strategic Investments, Green Economy & Health at Piper Jaffray, a leading international investment bank; served as president and CEO of the Public and Senior Markets segment at UnitedHealth Group, a $30 billion division she helped create and run; chaired the Minnesota Health Care Access Commission, which led to legislation that brought health insurance to tens of thousands of Minnesotans; and served as a senior advisor to Hillary Clinton’s task force on health-care reform. She graduated magna cum laude from Macalester College in St. Paul and went on to attend the University of Oxford as a Rhodes Scholar, earning a master’s degree in philosophy, politics, and economics. Lois Quam believes the New Green Economy will produce high quality jobs, improve our national security via less dependence on foreign fuels, and prevent the most damaging consequence of all: irreversible and diminishing climate change. She and Tysvar are committed to establishing universal health-care reform in America. They believe universal health care is the answer for dependable, affordable health care for all Americans and that it is necessary to help rebuild the American economy and restore American competitiveness worldwide. Recognizing this, President Obama recently appointed Quam executive director of the State Department’s Global Health Initiative. This $63 billion project will help developing countries improve their health care systems, with a special emphasis on women, children, and newborns. In accepting this position, Quam decided to step down as CEO of the company she founded and hand leadership to Norwegian Terje Mikalsen, co-founder and former chairman of Norsk Data. “Although we are sad to see Lois leave the firm, Tysvar will continue to follow through on her vision to help bring the new green economy to scale and make quality health care affordable and accessible to everyone,” Mikalsen said on Tysvar’s Web site. “We wish Lois all the best as she assumes her new position at the State Department. Her vision and leadership will help improve health care delivery and access for millions of people around the world.” On Earth Day Lois Quam gave a speech at the University of St. Thomas on the emerging opportunities in the NGE after which she said, “I enjoyed sharing …how we can all use these key capabilities as a platform for doing something you love. Imagine: helping to build the NGE with a purposeful passion. It doesn’t get much better than that!” In another speech she illustrated her philosophy: The change required to combat climate change and conserve biodiversity will create a change in business and society similar to the Industrial Revolution. The new energy realities require nothing short of an energy revolution, a thorough retooling of our energy economy in ways that match up with the realities of the 21st century. It will affect every aspect of daily life and business, creating an immense set of opportunities for investors, businesses and individuals. For investors, there are highly diverse and immense opportunities to create and scale new sources of energy, adapt our current methods of production and improve daily life in ways that drive down global warming emissions. It will also create unprecedented depth and breadth of opportunities for businesses and investors…. clean energy will always be in strong demand …the world will always have massive energy needs, and they will always have to be balanced against the needs of the environment …the clean energy industry is fueled by the laws of nature—and there is no force as powerful or promising. Think about what we can achieve working together at this conference and as a region …and think about the time sometime in the future when our work is reaching critical mass, when our environment is safer and our energy is cleaner, when we too will have our eureka moments, our moments of life-changing and world-changing discovery. As individuals, organizations, and countries answer the call for action, we look forward to achieving Lois Quam’s vision of the future. Assignment Question(s): 1. How does Lois Quam use emotions and moods in her speeches to convey her viewpoint? Cite examples to support your statements. 2. Based on what you have learned about Lois Quam, create hypotheses about the attitudes of her colleagues at Tysvar while using the three basic components of attitudes in your theories. 3. Take a moment to research the Global Health Initiative. Why do you believe Lois Quam was chosen to lead this program? 4. Research question: Search news reports, Web sites, and blogs to find out more information on Tysvar. How is the company faring in its quest to make the world cleaner and safer for future generations? What implications might that have on Tysvar’s employees, their attitudes, and job satisfaction?

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