Organizational Behaviour

Write in an essay format: Introduction, Discussion, Conclusion   1.    What are the key questions/concepts/ideas addressed in chapters “ATTITUDES AND JOB SATISFACTION”and “EMOTIONS AND MOODS”three/per chapter; presented in complete sentences)? What are your thoughts on these questions? Do not just name the concepts! 2.    2.  review/complete Experiential Exercise Job Attitudes Situational Interview & Ethical Dilemma Tell-All Websites, and post a general summary of your thoughts.  Experiential Exercise Job Attitudes Situational Interview :Each class member is to think about an event in which she or he felt satisfied or dissatisfied for committed or not committed) in the workplace (students can imagine one even if they have never been employed). Each student writes this experience down in as much detail as possible on a small piece of paper. When finished, each student exchanges her or his paper with another student. These students take turns asking and recording the answers to the following questions (asking follow-up questions as needed): 1. What sorts of feelings were you experiencing at the time? What were you thinking when this was going on? Did you think about doing anything in that moment? 2. What targets were your feelings or thoughts directed toward? For example, were they directed toward your organization? Toward the job? Coworkers? Pay and Benefits? 3. What led you to your feelings of satisfaction and commitment in that moment? 4. What did you (actually do in response to your experience? What was the outcome? The students can then reassemble as a class to share their findings and discuss the following questions. Ethical Dilemma Tell-All Websites:“Arrogant, condescending, mean-spirited, hateful … and those traits describe the nicest people atNetflix,” writesone anonymous employee. “Management is awful … good old boys club,” writesa Coca-Cola market development manager. And the reviews keep rolling in; Coca-Cola has1,600 employee reviews and some companies, like Google, have double that number on Glassdoor, one of the Internet sites that allows anyone to rate their employers. Websites like Glassdoor are thriving; employees increasingly join the forums and seem to relish the chance tospeak freely. The app Memo, which claimed 10,000 new members in about 3 months, allows users to post, comment, and share links. They will soon be able to upload photographs and documents, which will raise new security concerns for organizations. Ryan Janssen, CEO of Memo’s parent company, Collectively, says apps like Memo, Yik Yak, and Whisper allow bosses access to candid feedback they cannot otherwise get. Janssen said, “The employee’s natural reaction [when managers ask for feedback directly] is to tell you what you want to hear.” There is certainly truth to this—studies indicate that employees “put on a happy face” for their bosses. When people know their posts aren’t anonymous, “People put on this weird, fake professional face,” he said. Organizations are aware that people watch what they say when they can be identified, and many have used anonymous job attitude surveys for this reason. Still, evaluations from these surveys are often more glowing, and less detailed, than anonymous website feedback.Some organizations have therefore altered the frequency and scope of surveys to obtain more depth. Others have their own intranet platforms to solicit concerns and complaints. Beyond the personally unethical aspect of posting scathing denouncements about people or organizations online—sharing details with the world that you would not share in person—issues of organizational ethics come into play. While companies like Visa, Boeing,and Hewlett-Packard have tried to discourage employees from anonymously venting on websitesand apps, such mandates may violate the employees’ right of free speech. And how anonymous are anonymous posts? Posts on Glassdoor and other forums eliminate a person’s name, but can’t bosses sometimes determine which subordinate posted the comments? Managers everywhere need to decide how much management sleuthing is ethical, and what consequences, if any, can be forced on subordinates for anonymous posts. Grant Vodori, co-founder of a digital marketing agency in Chicago, has been successful in obtaining candid answers from his employees through polls taken several times each week. “It’s sometimes a little bit scary,” he said, asking himself, “Do I really want to know the answer to this?”Questions 3-11. Do you think employees have a right to say what they want to about their organizations online, as opposed to in private?3-12. How would you react if you learned one of your employees posted unflattering comments about you as a manager? Would your reaction be any different if the employee posted unflattering comments about you as a person?3-13. Do you feel it is acceptable to post comments anonymously, or do you think people shouldinclude their names? Why or why no   3.   3 review/complete Experiential Exercise Mindfulness at Work & Ethical Dilemma Data Mining Emotions, and post a general summary of your thoughts.  Experiential Exercise Mindfulness at Work :The concept of mindfulness emphasizes trying to focus your mind in the present moment, immersing yourself in what’s going on around you. Core principles include suspending immediate judgment of the environment and your own thoughts, and keeping yourself open to what is around you. The benefits of mindfulness can reach beyond reducing stress to include increased creativity, longer spans of attention, reductions in procrastination, and improved performance. The Procedure Start this exercise individually, and then come together into groups of three to four individuals to discuss what you have found. Although full workplace mindfulness interventions can take several weeks, some basic starting exercises can be done in a relatively short period of time and give you a feeling for what a full course of mindfulness would be like. Here are three simple exercises to try. For all these, everyone needs to put everything away (especially phones, tablets, and computers!) and focus on what is going on in the immediate environment. • Mindful breathing: Clear your head of everything except thoughts of your own breaths. Concentrate on how you are inhaling and exhaling. It is sometimes helpful to count how long each breath takes. Try to maintain this mindful breathing for 3 minutes. The group will then take 3 minutes to discuss how this made them feel. • Mindful listening: Now clear your head of everything except what is going on in the immediate environment. Try to hear as many sounds around you as you can, without judging or evaluating them. Try to maintain this mindful listening for 3 minutes. The group will then take 3 minutes to discuss some of the things they noticed. • Mindful thinking: As with listening, clear your head of everything, but now focus just on your ideas about mindfulness and stress. Do not talk about or write down what you’re thinking (yet); just focus your whole quiet attention on this exercise and what it means. Try to maintain this mindful thinking for 3 minutes. The group will then take 3 minutes to talk about what this experience was like. As noted earlier, this is just a brief example of what mindfulness exercises are like. In a full mindfulness program, you would go through several sessions of up to an hour each. Now that you have an idea of what it feels like to do mindfulness work, consider the following questions in your groups:  Were there any aspects of the mindfulness practice sessions that you found especially pleasant or useful? Were there any aspects of the sessions that you found unpleasant or uncomfortable? Ethical Dilemma Data Mining Emotions:     What have you learned from these chapters? Why is it important/relevant to you? How are you going to use your new/improved knowledge at your place of employment (or school, athletic team, part-time job)? Be specific.  What conclusions can you draw from these chapters?  Incorporate an article or two of your choice in the body