1-What traits and behaviors characterize many effective leaders? How about the ineffective leaders?
2-Think of a national or international leader such as U.S. President Donald J. Trump or Germanyâ€™s Chancellor Angela Merkel. What positive leadership characteristics have they exhibited? Did they exhibit any leadership weaknesses or deficiencies?
3-If you could choose an ideal leader to follow, how might your selection differ from that of a co-worker who is several decades older? What problems does this create for a leader who has an age-diverse group of employees?
4-Which leadership style do you consider to be the best or is there another approach to leadership you can explain why you’d use?
5-Why would a typical manager attempt to create independent-thinking employees? Would this competition between manager and employees eventually result in the loss of the managerâ€™s job if the attempt were fully successful? Why or why not?
6- The author suggests that some employees (particularly highly trained professionals) experience doubts about their competence, expertise, and achievements (the impostor phenomenon). Since this seems illogical, explain why you think this might occur.
7-Many employees want to be empowered. When they are allowed to play a meaningful role in the organization. If employees are allowed to participate what would you expect to see in the workers performance?
8-Discuss the prerequisites for effective participation. Which of these are more difficult to fulfill? Do the more difficult prerequisites help explain why some managers are still relatively autocratic?
9-In class and in the text, we talked about the “Spill Over” effect. Describe what this is and include practical examples of it.
10-Identify the likely effects of work moods. Questions: What positive and negative results can you safely predict for them? What can a manager do to change an employeeâ€™s negative work mood into a positive one?
11-What reasons are there for high employee turnover? This question must involve more than two or three reasons.
12-Changing employees attitudes are not always easy, but the potential gains can make it worthwhile to try. If management desires to change employee attitudes in a more favorable direction, there are many routes to pursue. What are those routes?
13-Put yourself in the role of a manager at work, who is provided with substantial amounts of surveillance information on the work behaviors of employees, and expected to use it to improve productivity. How do you feel about this dimension of your job?
14-Because of the importance of employee privacy, most large employers have developed policy guidelines to protect it. These guidelines also help establish uniform practices and facilitate the handling of any unusual situations that may develop. Describe the guidelines that are being used in detail.
15-The area of discipline can have a strong impact on the individual in the organization. Discipline is management action to enforce organizational standards. There are two types: preventive and corrective. Explain the application of each.
16-Use the Internet to find a free on-line version of the Myers-Briggs personality test. What do you think about your results; do they appear to have face validity? Now ask a close friend to take the same test. Could you have predicted how that person would be classified? What implications does personality type have for you?
17-In what ways and under what conditions are group decisions better or worse than individual ones?
18-What are Informal Leaders? How do informal leaders affect the work group and how can you use these leaders to be a more successful manager?
19-Discuss how stress and job performance are related. Is stress helping or interfering with most workers in industry?
20-Examine the five factors that represent major individual differences across cultures (e.g., power distance). To what degree do you fit the image of a person from your country on those particular dimensions? Could you work with someone with the opposite characteristics? Explain your answers.
21-Some countries condone the practice of bribery as a way of obtaining and retaining business; others strictly prohibit it. Such differences create a severe dilemma for multinational companies: Should they maintain consistent standards for all employees regardless of which country they are in, or should they pragmatically adapt their operations to fit host-country ethical standards? What do you think?