1. Divide into groups of three. Half the groups, on one side of the room, are “1s” and the other half are “2s.” 2. The 1s are Pharmacology; the 2s are Radiology. Read only your own role, not the other one. 3. Any students not in a negotiating group can be assigned to observe a specific negotiation meeting. 4. Both groups want to purchase Shamatosi plants owned by DBR. 5. Each group has 10 minutes to prepare a negotiation strategy for meeting with the other side. 6. One Pharmacology group meets with one Radiology group so that all groups meet with one counterpart. 7. You have 15 minutes to try and negotiate a possible agreement to purchase Shamatosi plants from DBR. 8. You should decide whether you can form an agreement to move ahead jointly or whether you will go into com- petition with each other. An agreement would consider the price offered for the plants, how the cost is shared, to where plants will be delivered (which company), and how plants are best utilized. 9. Groups report to the whole class on results of negotiation. Observers can comment on their observations, such as level of trust and/or disclosure and ease/difficulties of reaching an agreement between companies. 10. Instructor leads a discussion on inter-organizational agreements, decision-making, and joint ventures. Role of Team from Pharmacology, Inc.: Dr. Bernice Hobbs, a biological researcher for Pharmacology, Inc., a major pharmaceutical company, has monitored with mounting concern the reports from Brazil’s Amazon rainforest. Everything from world weather patterns to pro- viding an estimated one in four ingredients in medicine is tied to securing the world’s rainforests. But over the past decade, scientists and pharmaceutical companies, along with environmental groups and others, have observed with alarm the destruction of the rainforests, and with it the destruction of entire species of plant, animal, and insect life. As Hobbs monitors the situation, she is particularly concerned about conditions with regard to a particular plant found in limited quantities near the Rio Negro. Rain- forest trees have shallow roots because the major nutrients for growth are located near the surface level. Biologists dis- covered a rare tiny plant growth called Shamatosi embedded among the trees near the Rio Negro. For a number of years, researchers have explored potential medical uses for these tiny plants. Dr. Hobbs has been working with the leaves of the tiny Shamatosi plant and has discovered the plant’s potential as a cancer-suppressing drug after breast cancer surgery. For a number of years, the leading drug in this category has been Tamoxifen, a synthetic drug described as “remarkable” and credited with saving more lives than any other oncological drug by the lead investigator for a major breast cancer research group. However, research has also shown that Tamoxifen raises the risk of cancer in the lining of the uterus and can lead to blood clots in the lungs. There is also a growing level of con- cern as Tamoxifen resistance has developed. The medicine developed by Hobbs may avoid these problems and bring a new treatment into the list of options for doctors and their patients. But more research is needed. Hobbs needs to have access to as many leaves as possible from the Shamatosi plant. DBR, the Brazilian timber company, has possession of several thousand Shamatosi plants from this year’s season that have been replanted in portable crates. Your company, Pharmacology, Inc., has authorized $1.5 million for your team to bid to obtain the plants. You cannot go over this budget. Your team will meet with a team from Radiology, Inc., which also wants to purchase the Shamatosi plants from DBR, about a possible agreement for purchasing and using the plants for research. Role of Team from Radiology, Inc.: Dr. Alberto Dominguez, a biochemist for Radiology, Inc. who has expertise in treating radiation exposure, monitors with mounting concern the reports from Brazil’s Amazon rainforest. Everything from world weather patterns to pro- viding an estimated one in four ingredients in medicine is tied to securing the world’s rainforests. But over the past decade, scientists and pharmaceutical companies, along with environmental groups and others, have observed with alarm the destruction of the rainforests, and with it the destruction of entire species of plant, animal, and insect life. As Dominguez monitors the situation, he is particularly concerned about conditions concerning a particular plant found in limited quantities near the Rio Negro. Rainforest trees have shallow roots because the major nutrients for growth are located near the surface level. Biologists discovered a rare tiny plant growth called Shamatosi embedded among the trees near the Rio Negro. For a number of years, researchers have explored potential medical uses for these tiny plants. Dr. Dominquez has been working with the roots of the Shamatosi plant in response to incidents involving radiation exposure. The worldwide expansion of nuclear facilities, the lessons from the 1986 Chernobyl disaster, and the resulting cases of thyroid cancer among thousands of children and adolescents, led to intensive research by Dominguez and his colleagues to provide the swiftest response with the most powerful medicine. For years, Potassium iodide (KI) was issued in kits provided by organizations such as the Centers for Disease Control. However, KI was found deficient in protecting many body parts, such as the liver and intestines. Dominguez dis- covered the tiny Shamatosi plant, and his research indicated the potential for medicines from the root of this plant to pro- vide additional protection, even for incidents of large-scale or prolonged exposure. The March 2011 Tohoku earthquake and tsunami, and the resultant radiation exposure caused by the meltdown at the Fukushima Daiichi nuclear power plant, intensified concerns among scientists to find and develop a new medicine. Dominguez needs as many plants as possible. DBR, the Brazilian timber company, has possession of several thousand Shamatosi plants from this year’s season that have been replanted in portable crates. Your company, Radiology, Inc., has authorized your team to bid $1.5 million to obtain the plants. You cannot go over this budget. Your team will meet with a team from Pharmacology, Inc., which also wants to purchase the Shamatosi plants from DBR, about a possible agreement for purchasing and using the plants for research.
> Which typically has the greatest impact on organizational uncertainty—environmental complexity or environmental dynamism? Why?
> Is changing the organization’s domain a feasible strategy for coping with a changing environment? Explain, using either Amazon or Walmart as an example.
> How would the task environment of a new Internet- based company compare to that of a large government agency? Discuss.
> Why do companies using a holacracy team structure have cultures that emphasize openness, employee empowerment, and responsibility? What do you think it would be like to work in a company with such a structure?
> Locals referred to it—affectionately or sarcastically—as the “Adding Museum.” Housed in the massive Romanesque-style former mansion of Horace and Margaret Addlington, the 100-year-old Addlington Gallery of Art had, by 2016, reached a tipping point of ins
> The manager of a consumer products firm said, “We use the brand manager position to train future executives.” Why do you think the brand manager position is considered a good training ground? Discuss.
> Why do you think the pressure of scarce resources across product lines causes managers to consider a matrix structure?
> As a manager, how would you create an organization with a high degree of relational coordination?
> When Burton Lee took over as plant manager for the Burlington division of a large manufacturing company, he saw the opportunity to transform the lowest performing unit as a pathway to his promotion into top management. Burton was aware of his reputation
> The Daily Tribune is the only daily newspaper serving a six-county region of eastern Tennessee. Even though its staff is small and it serves a region of mostly small towns and rural areas, the Tribune has won numerous awards for news coverage and photojo
> Hu-go. Hu-go. As Alissa Mason drove up the mountain through the rain, she turned up the volume on the radio to clear her mind. However, even the steady rhythm of the truck’s windshield wipers steered her mind back to the problem—Hu-go, Hu-go. Ten years e
> Harmon Davidson stared dejectedly at the departing figure of his management survey team leader. Their meeting had not gone well. Davidson had relayed to Al Pitcher complaints about his handling of the survey. Pitcher had responded with adamant denial and
> Jim Malesckowski remembered the call of two weeks ago as if he had just put down the telephone receiver: “I just read your analysis and I want you to get down to Mexico right away,” Jack Ripon, his boss and chief executive officer, had blurted in his ear
> Fabulous Footwear produces a line of women’s shoes that sell in the lower-price market for $27.99 to $29.99 per pair. Profits averaged 30 cents to 50 cents per pair 10 years ago, but according to the president and the controller, labor
> NASCAR fans expect their drivers to be smart, crafty, and calculating and, if need be, playing just this side of the rule book—in the garage and on the track. Loyal fans “know” their drivers and can easily picture themselves drinking a beer or spending a
> Larisa Harrison grimaced as she tossed her company’s latest quarterly earnings onto the desk. When sales at Virginia- based Millier Machine Parts & Services surged past the $10 million mark some time back, Larisa was certain the company was well position
> Curtis Simpson sat staring out the window of his office. What would he say to Tom Lawrence when they met this afternoon? Tom had clearly met the challenge Simpson set for him when he hired him as president of Midwest Controls, Inc. a little more than a y
> Bachmeyer Foods is a large distribution company with more than 5,000 employees and gross sales of more than $900 million (2017). The company purchases salty snack foods and liquor and distributes them to independent retail stores throughout the United St
> High-tech within the corporate world was developed, in part, on the notion of mobile strategy and convenience— the ability to communicate, work remotely and accomplish the same results; cutting the corporate and personal car- bon footprint by reducing co
> Hermitage Escalator Company is an independent division of a large international manufacturer that sells and provides maintenance of elevators and escalators. Hermitage was started by an entrepreneur living in Hermitage, Tennessee in 1954, just as the dem
> Fifty-year-old Paul Sandberg glanced up from his CNC (computer numerically controlled) turning machine to the computer control office above him on the 2nd floor of the workshop. A new program had been initiated that morn- ing and, despite earlier tests,
> The acetate department’s product consisted of about twenty different kinds of viscous liquid acetate used by another department to manufacture transparent film to be left clear or coated with photographic emulsion or iron oxide. Before
> Sitting in Maisson’s Restaurant, Janelle Mosley completely lost interest in her chef salad and now sat sipping her Pinot Grigio and watching with a combination of amusement and curiosity her rival, Jonathan Draper, “doing his own thing.” Seated across th
> Jenny Amaraneni is a social entrepreneur determined to build a social enterprise named SOLO Eyewear. Solo produces a line of hand-crafted sunglasses made from bamboo materials, with a portion of the funds from each pair sold donated to providing eye care
> David Javier was reviewing the consulting firm’s proposed changes in organization structure for Rhinebeck Industrial (RI). As Javier read the report, he wondered whether the changes recommended by the consultants would do more harm than
> Would you prefer to work in an organization with a tight or a loose culture (BookMark)? Explain why.
> What importance would you attribute to leadership statements and actions for influencing cultural values in an organization? Explain.
> Do you think strong subcultures would be a good thing for an organization? Why?
> How might the symbols apparent in a business college differ from symbols in a school of social work? If you have access to both types of schools, walk through them and record any differences you see.
> In which of the four cultures described in Exhibit 11.4 would you prefer to work? Why?
> Describe the four elements of the feedback control model. Which of these elements is more similar to behavior control? Outcome control?
> Many of the companies on Fortune magazine’s list of most admired companies are also on its list of most profitable ones. Some people say this proves that high social capital translates into profits. Other people suggest that high profitability is the pri
> How would you describe the major differences between a hierarchical philosophy of control and a decentralized philosophy of control? Which philosophy of control would be easier for a manager to implement? Discuss.
> How much do you think it is possible for an outsider to discern about the underlying cultural values of an organization by analyzing symbols, ceremonies, dress, or other observable aspects of culture, compared to an insider with several years of work exp
> Numerous large financial institutions, including Lehman Brothers and Merrill Lynch, experienced significant decline or dissolution in recent years. Which of the three causes of organizational decline described in the chapter seems to apply most clearly t
> At the age of 39, after working for nearly 15 years at a leading software company on the West Coast, Alex Schaaf and his soon-to-be-wife, Emily Rockwood, had cashed in their stock options, withdrawn all their savings, maxed out their credit cards, and st
> To better understand the importance of organization structure in your life, do the following assignment. Work with a partner or a small team to select one of the following situations to organize and to complete this exercise: • A copy and print shop • A
> Assume that you could design the perfect organization that reflected your values. What goals would receive priority in that organization? Rank order the list of goals below from 1 to 10 to reflect the goals you consider most important to least important
> Individually or in a small group of two, interview two employees who are in different organizations or who are in the same organization but in different parts and doing different jobs. Ask each person to answer the following questions on a four-point sca
> Think about how you typically handle a dispute with a team member, friend, or co-worker and then answer the following statements based on whether they are True or False for you. There are no right or wrong answers, so answer honestly. Scoring and Interpr
> Respond to each of the following statements based on how you have actually approached a difficult problem at school or work. Indicate whether each statement is True, Somewhat True, or False for you. Scoring and Interpretation: Sum questions 1-9 by giving
> In order to examine differences in the level of innovation encouragement in organizations, you will be asked to rate two organizations. The first should be an organization in which you have work experience, or your university. The second should be someon
> Individually read the measures and objectives below for a business firm. Make a check for each objective/measure item in the correct balanced score- card column. If you think an objective/measure fits into two balanced scorecard categories, write the num
> Think back to one of your most favorite and least favorite courses in school. How did the instructor assert control over you, other students, and the classroom in those courses? Write down your answers for the comparisons below. How were rules, standards
> The era of big data has arrived. Discussions of terabytes and petabytes that were reserved for supercomputing facilities just a few years ago are common today. Companies are recognizing the tremendous value in the data they create, and they want to capit
> You will be analyzing the work technology used in two different small businesses—a local cleaners and a local family restaurant. Your instructor will tell you whether to do this assignment as individuals or in a group. You must visit bo
> This exercise will help you better understand the concept of ethics and what it means to you. It probably will not happen right away, but soon enough in your duties as an organization manager, you will be confronted with a situation that will test the st
> ABC World News ran a special series called “Made in America.” In the opening program, correspondents David Muir and Sharyn Alfonsi removed all foreign-made products from a family’s Dallas, Texas, home
> Below, list four organizations you somehow rely on in your daily life for some resource. Examples might be a restaurant, a clothing store, a university, your family, the post office, your wireless provider, an airline, a pizzeria that delivers, and your
> Can an organization be efficient without being effective? Can an inefficient organization still be an effective one? Explain your answers.
> A handful of companies on the Fortune 500 list are more than 100 years old, which is rare. What organizational characteristics do you think might explain 100-year longevity?
> Describe some ways in which the digitalization of business has influenced or affected an organization with which you are familiar, such as your college or university, a local retailer or restaurant, a volunteer organization, a club to which you belong, o
> What is one contingency factor that might help explain the poor performance of GE when Jeffrey Immelt was CEO? Explain.
> What is the difference between a task force and a team? Between liaison role and integrating role? Which of these provides the greatest amount of horizontal coordination?
> What are the primary differences in structure between a traditional, mechanistic organization designed for efficiency and a more flexible organic organization designed for learning?
> Large corporations tend to use different structures in different parts of the organization. Why would that be so?
> When is a functional structure preferable to a divisional structure?
> Describe the virtual network structure. What are the advantages and disadvantages of using this structure compared to performing all activities in-house within an organization?
> To what extent does the true structure of an organization appear on the organization chart? Explain.
> What are the similarities and differences between assessing effectiveness on the basis of competing values versus the strategic constituents approach? Explain.
> What are the advantages and disadvantages of the resource-based approach versus the goal approach for measuring organizational effectiveness?
> Suppose you have been asked to evaluate the effectiveness of the police department in a medium-sized community. Where would you begin, and how would you proceed? What effectiveness approach would you prefer?
> Do you believe mission statements and official goal statements provide an organization with genuine legitimacy in the external environment? When a company such as CVS (discussed in the chapter) makes a decision to stop selling cigarettes because that act
> Discuss the similarities and differences in the strategies described in Porter’s competitive strategies and Miles and Snow’s typology.
> What is the difference between a goal and a strategy as defined in the text? Identify both a goal and a strategy for a campus or community organization with which you are involved.
> What is a goal for the class for which you are reading this text? Who established this goal? Discuss how the goal affects your direction and motivation.
> How might a company’s goals for employee development be related to its goals for innovation and change? To goals for productivity? Can you discuss how these types of goals might conflict in an organization?
> A noted organization theorist once said, “Organizational effectiveness can be whatever top management defines it to be.” Discuss.
> How might the top management of an organization use SWOT analysis or scenario planning to set goals and strategy? Explain.
> Early management theorists believed that organizations should strive to be logical and rational, with a place for everything and everything in its place. Discuss the pros and cons of this approach for organizations today.
> What are some differences one might expect for measuring effectiveness expectations for a nonprofit organization versus a for-profit business? Do you think nonprofit managers have to pay more attention to stakeholders than do business managers? Discuss.
> What does it mean to say an organization is an open system? How is the stakeholder approach related to the concept of open systems?
> What are the primary differences between an organic and a mechanistic organization design? Which type of organization do you think would be easier to manage? Discuss.
> What does contingency mean? What are the implications of contingency theory for managers?
> What is the difference between formalization and specialization? Do you think an organization high on one dimension would also be high on the other? Discuss.
> Some researchers argue that the concept of exchange underlying the principle of reciprocity (trading some- thing of value to another for what you want) is the basis of all influence. Do you agree? Discuss. To what extent do you feel obligated to return a
> The engineering college at a major university brings in three times as many government research dollars as does the rest of the university combined. Engineering appears wealthy and has many professors on full-time research status. Yet, when internal rese
> A financial analyst at Merrill Lynch tried for several months to expose the risks of investments in sub- prime mortgages, but he couldn’t get anyone to pay attention to his claims. How would you evaluate this employee’s power? What might he have done
> State University X receives 90 percent of its financial resources from the state and, because tuition is cheap, is overcrowded with students. The admissions office is overwhelmed with applications, and the university is trying to pass regulations to limi
> Discuss ways in which a department at a health insurance company might help the organization cope with the increased power of large hospital systems such as Carilion by obtaining prior information, prevention, or absorption.
> What is the difference between power and authority? Is it possible for a person to have formal authority but no real power? Discuss.
> In a rapidly changing organization, are decisions more likely to be made using the rational or political model of organization? Discuss.
> Starbucks and Barnes & Noble entered into a partner- ship that places a Starbucks in each B&N bookstore. What organizational and environmental factors might determine which organization will have more power in the relationship?
> Give an example from your personal experience of how differences in tasks, personal background, and training lead to conflict among groups. How might task inter- dependence have influenced that conflict?
> Can you think of a decision you have made in your personal, school, or work life that reflects a stronger desire to avoid a loss than to make a gain? How about a time when you stayed with an idea or project for too long, perhaps even escalating your comm
> Why would managers in high-velocity environments worry more about the present than the future? Would an individual manager working in this type of environment be more likely to succeed with a rational approach or an intuitive approach? Discuss.
> How would you make a decision to select a building site for a new waste-treatment plant in the Philippines? Where would you start with this complex decision, and what steps would you take? Explain which decision model in the chapter best describes your a
> An organization theorist once told her class, “Organizations never make big decisions. They make small decisions that eventually add up to a big decision.” Explain the logic behind this statement.
> What are the three major phases in Mintzberg’s incremental decision model? Why might an organization recycle through one or more phases of the model?
> The Carnegie model emphasizes the need for a political coalition in the decision-making process. When and why are coalitions necessary?
> If managers frequently use experience and intuition to make complex, nonprogrammed decisions, how do they apply evidence-based management, which seems to suggest that managers should rely on facts and data?
> A professional economist once told his class, “An individual decision maker should process all relevant information and select the economically rational alter- native.” Do you agree? Why or why not?
> Why do you think decision mistakes are usually accepted in organizations but penalized in college courses and exams that are designed to train managers?
> When you are faced with choosing between several valid options, how do you typically make your decision? How do you think managers typically choose between several options? What are the similarities between your decision process and what you think manage
> The manager of R&D for a drug company said that only five percent of the company’s new products ever achieve market success. She also said the industry average is 10 percent and wondered how her organization might increase its success rate. If you were a
> How do the underlying values of organization development compare to the values underlying other types of change? Why do the values underlying OD make it particularly useful in shifting to a high-performance culture as described in Chapter 11 (Exhibit 11.
> Of the five elements in Exhibit 12.3 required for successful change, which element do you think managers are most likely to overlook? Discuss.
> A noted organization theorist said, “Pressure for change originates in the environment; pressure for stability originates within the organization.” Do you agree? Discuss.
> Change requires more coordination than does the performance of normal organizational tasks. Any time you change something, you discover its connections to other parts of the organization, which have to be changed as well.” Discuss whether you agree or di
> Do you think factory employees would typically be more resistant to changes in production methods, changes in structure, or changes in culture? Why? What steps could managers take to overcome this resistance?
