Chapter 1
Case1:
"Lessons for 'Under Cover' Bosses"
This exercise contributes to Learning Objectives: Define organizational behavior and identify the variables associated with its study, Explain the relationship between personality traits and individual behavior, Describe the factors that influence the formation of individual attitudes and values, Discuss the importance of individual moods and emotions in the workplace, Apply the study of perception and attribution to the workplace; Learning Outcomes: Define organizational behavior and identify the variables associated with its study, Describe the factors that influence the formation of individual attitudes and values, Apply the study of perception and attribution to the workplace, Define diversity and describe the effects of diversity in the workforce, Describe the nature of conflict and the negotiation process, Describe best practices for creating and sustaining organizational cultures, and Describe the components of human resource practices; AACSB Learning goals: Communication abilities, Analytic skills, and Reflective thinking skills
Executive offices in major corporations are often far removed from the day-to-day work that most employees perform. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost: Top managers often fail to understand the ways most employees do their jobs every day. The dangers of this distant approach are clear. Executives sometimes make decisions without recognizing how difficult or impractical they are to implement. Executives can also lose sight of the primary challenges their employees face.
The practice of “management by walking around” (MBWA) works against the insularity of the executive