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Organizational Behavior

Managerial Decision Exercises

Organizational BehaviorManagerial Decision Exercises

Managerial Decision Exercises

  1. You remember from your Organizational Behavior class that several assessments to increase one’s self-awareness, like the Minnesota Multiphasic Personality Inventory that you read about in this chapter and is profiled in the Managerial Skill Application Exercises of this chapter, were very beneficial for you as an understanding of your emotional intelligence, values, cognitive style, and ability to cope with change. You have been assigned to a team that will interview both internal and external candidates for a new sales manager position for the California region, which is a position at the same level organizationally as your present position. During the initial orientation meeting, one of the team members—the manager of a distribution center for the organization—says, “I like to use the results of the Myers-Briggs Types Indicator assessment to screen applicants for this position, and since sales managers should be extroverts and should possess sensing, thinking, and judging skills, we should only consider ESTJ types.” Your boss, the national sales manager, asks you to write a report on whether the selection process should only consider ESTJ types and to provide it to the team for discussion. Write a report and share it for discussion with a team of students in this class who will assume the role of the hiring interview team.

  2. Recall a meeting that you recently had, such as a team presentation of a case analysis. What were your impressions of what happened in the planning of the presentation and how things like the assignment of roles and timetables for subsequent meetings and deliverables unfolded. What were the behaviors of the others at the meeting, and why do you think they acted as they did? Finally, how do you think that others perceived your behavior at the meeting? After you have recorded these recollections, meet with another attendee of that meeting. Ask them these questions, and record what they say happened at that meeting and what they thought of the behavior of the participants, including you. Let them know that this is for your class and you want them to be as honest as possible. As they are answering, record their recollections and do not interrupt or offer possible corrections. Finally, compare your recollections and notes with those of the interviewee and use the knowledge from this chapter to assess the differences and similarities in perception and attribution.

  3. As a way to measure job satisfaction, ask someone at a local business the following questions:

    1. What is your job title, and what do you do in your own words? How do these match up to tasks, duties, and responsibilities in your job description?
    2. Are you satisfied with the work that you do?
    3. How satisfied are you with the training and supervision that you receive?
    4. How satisfied are you with the people that you work with?
    5. Are you happy with your salary?
    6. Are you happy with the benefits that are offered as part of the job?
    7. Do you see any possibilities for advancement in the organization?
    8. What are your general feelings about your employer?
    9. Do you have any additional comments regarding how you feel about your job?

    Write an assessment of this individual’s job satisfaction and what a supervisor and organization could do to improve the lever of job satisfaction for their employees.

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