MGMT 591 FINAL EXAM LATEST-DEVRY

1. MGMT 591 FINAL EXAM LATEST-DEVRY Visit Below Link, To Download This Course: https://www.tutorialsservice.net/product/mgmt-591-final-exam-latest-devry/ Or Email us on SUPPORT@TUTORIALSSERVICE.NET MGMT 591 Final Exam Latest-DeVry MGMT591 MGMT 591 Final Exam Latest-DeVry Question 1. (TCO 1, 2) Identify the main elements included in affective events theory. Select any two of these elements and provide an example of how the factor can influence an employee’s job performance and satisfaction. (Points: 10) Question 2. (TCO 4) Describe Lewin’s three-step model used for managing change. (Points: 10) Question 3. (TCO 5) Identify and define four of the seven key elements in the communication process. Give a specific example of a possible breakdown in a communication flow. (Points: 10) Question 4. (TCO 5) Define power from an organizational behavior perspective. What is the difference between power and influence? Provide an example to illuminate your response. (Points: 10) Question 5. TCO (C) How does the job characteristics model motivate employees? (Points: 10)

2. Page 2 Question 1. (TCO 2) What is an attitude? Discuss the three basic components of an attitude. Conclude by discussion why managers or leaders need to understand the attitude concept? (Points: 45) Question 2. (TCO 5) Describe the communications process in detail, including all key parts and their particular function, as well as movement of the communications. Provide examples of each part and elaborate on each example. (Points: 45) Question 3. (TCO 5) Eagle Standard Inc. (ESI), a major engineering firm, specializes in designing aircraft parts for government contracts. ESI employs project managers and 42 engineers who are divided into project groups of six to seven members. The majority of project team leaders have spent time in France and Britain learning new technology. The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter. The project has been ongoing for 18 months, and all six engineers have been with this project group since its inception, working together on all of these projects. Eagle 6 works well together. However, the Eagle 6 team has the most technical project, and its engineers have been working too much overtime. The senior project manager, Bruce Chalnick, interviewed and hired a new engineer to help out, Richard Hue. Richard has good qualifications and seems to be knowledgeable and motivated. The work is challenging and gives him the opportunity to showcase his computer skills and engineering knowledge. Two weeks in, he quickly became a contributing member of the team, showing initiative and the willingness to work overtime and weekends to research possible solutions to potential problems. Richard was particularly adept with the computer system, and Bruce is ecstatic about his new hire. Richard is a loner, on and off the job. He is from Country X, a small island with a high power-distance culture; all of the other members of the team were born and raised in the United States. After three months, Richard’s learning curve had just about peaked, and he began to suggest new ways of doing things. He offered to mentor the other engineers, but each time he was rebuffed. He then went to Bruce Chalnick and asked for another part of the program to work on. At that point, a senior member of Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim stated he was speaking for the rest of the team and said Richard is stuck up and arrogant. Tim said he and the other team members felt Richard flaunts his education and knowledge, and none of them like him. In fact, they can’t stand him.

3. Bruce told Tim that Richard thinks that the rest of the team are slackers who talk about bowling and sports instead of working. Richard thinks he is disliked because he’s from Country X. Bruce wants to keep everyone in the company, and more importantly, within the team, so how should Bruce handle this problem? Detail what he should do by applying at least two conflict management methods to enhance group and team performance. Include roles and decision making in your response. (Points: 45) Question 4. (TCOs 3 & 4) Identify the five stages of team development and explain what happens at each stage. Give a specific example from your experience to highlight one of the stages. (Points: 45) Download now