SCENARIO 3-1 Making Sense of Behaviour in Organizations Is Challenging at the at the Best

question 124

Multiple Choice

SCENARIO 3-1
Making sense of behaviour in organizations is challenging at the best of times.Many changes occur on almost a daily basis,which affects a company's ability to compete and maintain profitability while at the same time paying attention to employee needs,globalization and increasing multiculturalism.Jack Fraser,director of human resources at Central Telecom,wished to take some further training and join managers from other organizations to learn about the forces that shape workplace diversity.During his training sessions,Jack became keenly aware of the many factors that cause and contribute to diversity and what some of the impacts are upon employees individually and collectively.Jack determined that if Central Telecom is to keep pace with the competition and provide a good place for employees to work and also retain their services over the longer term,he would have to develop a program and standards to facilitate the process.Good dialogue with company personnel,accurate information from others with similar experiences,and a dedication toward a quality work life would all assist.Sensitive issues centered on employee values and attitudes would have to be addressed and the impact from the larger society considered and incorporated.In short,Jack needs to grasp not only a full understanding of organizational dynamics,but must use his experience and expertise to apply the process to his company.
-Refer to Scenario 3-1.In discussions with the CEO of a Canadian electronic manufacturing firm,Jack learned that many Canadian companies have a lack of diversity on their board of directors.This may hinder Canadian companies because research shows diverse boards

• A)spend more time and attention on board agendas.
• B)make more conservative and fiscally responsible decisions.
• C)are more committed to organizational goals.
• D)have better discussions with more perspectives,leading to greater innovation.
• E)are more responsive to CEO and executive team concerns.

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Definitions:

Anterograde Amnesiacs

Individuals unable to form new memories following the onset of amnesia, though memories from before the amnesia often remain intact.

Motor Skills

Abilities involving the movement and coordination of muscles to perform activities ranging from simple to complex movements.

Implicit Memory

A type of memory in which previous experiences aid the performance of a task without conscious awareness of these previous experiences.

Classical Conditioning

A training method in which two stimuli are consistently associated with each other; over time, a reaction initially caused by the second stimulus is triggered by the first stimulus alone.