Question: In what ways does strategic leadership differ

> A circuit consists of a light bulb, a capacitor, and an inductor connected in series to an ac source. What happens to the brightness of the bulb when the inductor is omitted? When the inductor is left in the circuit but the capacitor is omitted? Explain.

> Does an electromagnetic standing wave have energy? Does it have momentum? Are your answers to these questions the same as for a traveling wave? Why or why not?

> As shown in Fig. E33.11, a layer of water covers a slab of material X in a beaker. A ray of light traveling upward follows the path indicated. Using the information on the figure, find a. the index of refraction of material X and b. the angle the light

> A student claimed that, because of atmospheric refraction (see Discussion Question Q33.2), the sun can be seen after it has set and that the day is therefore longer than it would be if the earth had no atmosphere. First, what does she mean by saying that

> A beam of light goes from one material into another. On physical grounds, explain why the wavelength changes but the frequency and period do not.

> When an L-R-C series circuit is connected across a 120-V ac line, the voltage rating of the capacitor may be exceeded even if it is rated at 200 or 400 V. How can this be?

> In an L-R-C series circuit, what are the phase angle ɸ and power factor cos ɸ when the resistance is much smaller than the from resonance? Explain.

> If you look up from underneath toward the surface of the water in your aquarium, you may see an upside-down reflection of your pet fish in the surface of the water. Explain how this can happen.

> Is it possible for the power factor of an L-R-C series ac circuit to be zero? Justify your answer on physical grounds.

> Sunlight or starlight passing through the earth’s atmosphere is always bent toward the vertical. Why? Does this mean that a star is not really where it appears to be? Explain.

> The current in an ac power line changes direction 120 times per second, and its average value is zero. Explain how it is possible for power to be transmitted in such a system.

> A 45°-45°-90° prism is immersed in water. A ray of light is incident normally on one of its shorter faces. What is the minimum index of refraction that the prism must have if this ray is to be totally reflected within the glass at the long face of the pr

> Optical fibers are constructed with a cylindrical core surrounded by a sheath of cladding material. Common materials used are pure silica (n2 = 1.450) for the cladding and silica doped with germanium (n1 = 1.465) for the core. a. What is the critical an

> The electric field of a sinusoidal electromagnetic wave obeys the equation E =(375 V/m) cos[(1.99 * 107 rad/m)x + (5.97 * 1015 rad/s)t]. a. What is the speed of the wave? b. What are the amplitudes of the electric and magnetic fields of this wave? c. W

> a. How much time does it take light to travel from the moon to the earth, a distance of 384,000 km? b. Light from the star Sirius takes 8.61 years to reach the earth. What is the distance from earth to Sirius in kilometers?

> Which stage of the Lewin model of change do you think is most often overlooked? Why?

> Which sources of resistance to change present the most problems for an internal change agent? For an external change agent?

> What broad category of pressures for organization change other than the four discussed in the chapter can you think of? Briefly describe it.

> Which of the seven keys for successfully managing an organizational change effort seem to be the most difficult to manage? Why?

> Is most organization change forced on the organization by external factors or fostered from within? Explain.

> Describe how you might go about taking advantage of an existing organizational culture

> What current examples can you identify to reflect radical, systems, and incremental innovations?

> How are technology and innovation interrelated?

> What can companies do to create and reinforce a culture of inclusion?

> How do you learn about prospective employers’ cultures? How important is a company’s culture to you when you decide to apply or to accept a job offer?

> What can leaders do to be effective when team members are from different cultures and have different expectations about how the leaders should behave?

> Do you think that culture is important to organizational performance? Why or why not?

> Describe three different types of organizational cultures. When would each be most and least effective for a research and development company dependent on employee innovation?

> What would you do during a corporate restructuring to ensure that your best employees did not leave?

> What type of person would be a good fit with Nordstrom’s extremely organic and informal structure? Why?

> If you wanted employees to work collaboratively and minimize conflict, what organizational structures would you consider adopting? Why? Which structures would you avoid? Why?

> What areas of an organization (e.g., what functions) do you think are the best to centralize? Which are the best to decentralize?

> Why do you think companies are moving toward flatter, more organic structures? Do you think this is appropriate?

> How do you think your career path might differ in a hierarchical versus a flat organization?

> Are office politics bad? Why or why not?

> Have you ever tried to influence your boss to do something? What upward influence tactics did you try? Were you successful? Why or why not?

> How can diversity create a competitive advantage for a firm?

> How can you ethically use power, influence, and politics to get a promotion?

> Is another person’s ethics important to you in your decision to allow that person to influence you? Why or why not?

> What influence tactics does your instructor use to motivate you to learn?

> What power(s) does your instructor have?

> Do you believe that men and women differ in how they lead? Is so, what are some of the factors that might account for the differences?

> What are some of the substitutes and neutralizers to leadership that might exist in your classroom?

> Have you ever made direct leadership attributions about someone based on the context in which you observed them?

> Name the three people today whom you consider to be the most charismatic. How well do they or might they function as leaders?

> Which of the three traditional situational theories discussed in Chapter 12 is most similar to the leader-member exchange model? To the Hersey and Blanchard model?

> Are you now or have you ever been a member of an in-group? An out-group? Is so, in what ways did your experience differ?

> What are your personal opinions about international outsourcing in the garment industry? Do you think that lower prices are worth sending U.S. jobs to other countries? Explain your answer.

> Some people have held that highly successful managers and leaders all face situations in which they cannot be entirely truthful and still succeed. For instance, a politician who personally believes that a tax increase is inevitable may feel that to full

> Compare and contrast the leader-member exchange and the Hersey and Blanchard models of leadership.

> Of the three major leadership theories – the LPC theory, the path-goal theory, and Vroom’s decision tree approach – which is the most comprehensive? Which is the narrowest? Which has the most practical value?

> Compare and contrast the LPC and path-goal theories of leadership. What are the strengths and weaknesses of each?

> Do you agree or disagree with Fiedler’s assertion that leadership motivation is basically a personality trait? Why?

> Critique Fiedler’s LPC theory. Are other elements of the situation important? Do you think Fiedler’s assertion about the inflexibility of leader behavior makes sense? Why or why not?

> Cite examples of managers who are not leaders and of leaders who are not managers. What makes them one and not the other? Also, cite examples of both formal and informal leaders.

> How realistic do you think it is for managers to attempt to use Vroom’s decision tree approach as prescribed? Explain.

> How would you define “leadership”? Compare and contrast your definition with the one given in this chapter.

> Do you think that concerns regarding ethics will become more or less important in business? Why?

> What could you do to minimize the potential for negative outcomes in cross-cultural negotiations?

> If two of your subordinates were experiencing task conflict, what would you do to manage it? Why?

> Think about a current conflict you are experiencing with a coworker, friend, or family member. Which of Glasl’s conflict stages are you in? What can you do to keep the conflict from escalating to the next level?

> Have you ever experienced a dysfunctional conflict? What happened? Why was the conflict not resolved earlier?

> Have you ever experienced a constructive conflict? What happened? How was the disagreement resolved?

> Which do you think is more important for organizations: formal or informal communication?

> Which do you think is more important for organizations: downward communication or upward communication?

> Think of a time when you have been persuaded by someone to do something. Why was the other person able to change your attitude or behavior?

> What are the implications of organizational diversity on the communication media the company should use?

> How comfortable or uncomfortable are you in making risky decisions?

> Think of something that you believe leads to employee productivity based on intuition that may not prove to be true if tested systematically. Now apply the scientific method and describe how you might test your theory.

> Can you think of a time when you satisficed when making a decision? Have you ever suboptimized?

> Why does it make sense to discuss several different models of decision making?

> How does the role of information in the rational model of decision making differ from the role of information in the behavioral model?

> Describe at least three points in the decision-making process at which information plays an important role.

> When your alarm goes off each morning, you have a decision to make: whether to get up and go to school or work, or to stay in bed and sleep longer. Is this a programmed or nonprogrammed decision? Why?

> Do you consider yourself to be relatively more or less creative? Recall an instance in which you made a discovery using the four phases of the creative process.

> Some have argued that people, not organizations, make decisions and that the study of “organizational” decision making is therefore pointless. Do you agree with this argument? Why or why not?

> Which do you feel is more important to team performance, informational diversity or demographic diversity? Why? Do multicultural teams increase this type of diversity? If so, how?

> Do you think a team contract would improve the effectiveness of teams? Why or why not?

> Some say that changing to a team-based arrangement “just makes sense” for organizations. What are the four primary reasons why this might be so?

> Some people believe that individuals working in an organization have basic human rights to satisfaction with their work and to the opportunity to grow and develop. How would you defend this position? How would you argue against it?

> Discuss the following statement: “Group cohesiveness is the good, warm feeling we get from working in groups and is something that all group leaders should strive to develop in the groups they lead.”

> List two norms each for two of the groups to which you belong. How are these norms enforced?

> Think about an effective team you have been on. What made it effective? Think about an underperforming team you have been on. Why was it underperforming?

> As a student in this class, what “rewards” do you receive in exchange for your time and effort?

> Can performance on some jobs simply not be measured? Why or why not?

> In what ways is your performance as a student evaluated? How is the performance of your instructor measured? What are the limitations of this method?

> Why are employees having their performance measured and evaluated all the time instead of simply being left alone to do their jobs?

> What are the motivational consequences of increased employee involvement from the frame of reference of expectancy and equity theories?

> What are the primary similarities and differences between job enrichment and the approach proposed by job characteristics theory?

> Identify the five forms of reinforcement that you receive most often (i.e., wages, grades, etc.). On what schedule do you receive each of them?

> Why will learning about OB help you to get a better job and a better career, and be a better manager?

> Think of occasions on which you experienced each of the four types of reinforcement.

> Do the relationships between performance and satisfaction suggested by Porter and Lawler seem valid? Cite examples that both support and refute the model.

> Do you think expectancy theory is too complex for direct use in organizational settings? Why or why not?

> Which is likely to be a more serious problem – perceptions of being under-rewarded or perceptions of being over-rewarded?

> Have you ever experienced inequity in a job or a class? How did it affect you?

> When has your level of performance been directly affected by your motivation? By your ability? By the environment?

> What are the major stressors for a student? What consequences are students most likely to suffer as a result of too much stress?

> Do you consider yourself a Type A or a Type B person? Why? Do you think a person who is a Type A can change to become more like a Type B? If so, how?

> How does perception affect behavior? What stereotypes do you form about people? Are they good or bad?