Some good questions and answers follow...
I probably won't be taking questions much later tonight. If you have something to ask, please send it soon. best of luck tomw...mf
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Can you explain to me the basics of the Ohio state and Michigan studies and they key ideas to focus on?
I'm glad to answer a more specific question. The key ideas are mainly what's on the slides--especially the session 27 review slide. If something's unclear in any slides--and in that section of the chapter--ask away. (You can ask me more than just one or two questions, if necessary.)
I'm having a hard time recalling what caused people to resist from TQM approach in the Michigan study. Could you offer some insight onto this matter? Thanks
Among the reasons people resist team management, and in this TQM implementation...
Generalized fear and individualist culture
Mistrust of the process (just a management scheme to get us working harder?)
Peer Pressure
Disruption of traditions or relationships (doctors "trained" by pharmacists, etc.)
Lack of Tact and/or poor training
Non-reinforcing reward systems (they often need changing, esp. in a self-managed team situation)
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Groups and teamwork
Q1: How does a team differ from a committee or task force? Is the answer "A team emphasizes performance?"
Yes, that’s correct, though I won’t be asking questions that have you distinguish between teams and other groups. You will be differentiating among different types of teams, however.
Q2: According to research on self-managed teams, self-managed teams had__?A positive effect on productivity or a positive effect on specifics relating to self-management.
That is the correct answer. Make sure you know all the specifics in the chapter section headed “effectiveness of self-managed teams.”
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You gave us several examples of groupthink and the session 21 speaker had some others using optimzing and evidence-based decision making. Are there any important examples of brainstorming or other group problem solving techniques?
The "Deep Dive" in the session 23 video is the only one we actually covered in any detail.
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Do we need to know the new penalties as you changed them when you updated the slide on the foreign corrupt practices act?
No, I just didn't want to leave my oversight uncorrected. You do want to know what the act targets, where those targeted behaviors take place, and who can be punished for violations.
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Are judgmental heuristics and satisficing the same thing?
No, they aren't, though they are both "less totally rational" real-world decision models. As the text notes, judgmental heuristics are rules of thumb used without conscious awareness. Satisficing is a more deliberate process to choose the first "good enough" solution a person encounters.
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Are the stakeholder and shareholder views of corporate social responsibility debated wth the same ferocity in Europe and elsewhere?
The stakeholder view, particularly regarding government's role, is probably more pervasive in Europe than it is here. Government assurances of privacy are generally stronger there. As was noted in class, the general assumption used to be European companies are relatively free of the kind of financial misconduct that brought down Enron and Arthur Andersen. This is no longer the case, as a number of major European scandals, including major ones such as the Parmalat money laundering case, have come to light over the past several years.
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