StatisticsFor the following analysis, determine the effect of scent on maze time completion. In this analysis, DON’T DO ANYTHING WITH THE VARIABLE “SEX”.Must use SPSS, Submit your output with your write-up.
Subject: Organizational BehaviorProgram: MBAProfessor: Basma NagibDeadline: 10/11/2020Kindly note that:
All points are to be discussed in 2000 words.
Plagiarism (copy and paste from the internet or other resources) should not exceed 20%.
All assignments are to be in Word form, and Font Size is 12.
No PDFs will be accepted.Organizational behavior examRubrics of Evaluation:25% Understanding the concepts25% Critical thinking25% Search skills.25% Answer and recommendation.Question1:Read the cases and answer the questions.Case #1: Differing Perceptions at Clarkston IndustriesSusan Harrington continued to drum her fingers on her desk. She had a realProblem and wasn’t sure what to do next. She had a lot of confidence in JackReed, but she suspected she was about the last person in the office who did.Perhaps if she ran through the entire story again in her mind she would seeThe solution.Susan had been distribution manager for Clarkston Industries for almostTwenty years. An early brush with the law and a short stay in prison hadMade her realize the importance of honesty and hard work. Henry ClarkstonHad given her a chance despite her record, and Susan had made the most ofIt. She now was one of the most respected managers in the company. FewPeople knew her background.Susan had hired Jack Reed fresh out of prison six months ago. SusanUnderstood how Jack felt when Jack tried to explain his past and asked forAnother chance. Susan decided to give him that chance just as HenryClarkston had given her one. Jack eagerly accepted a job on the loadingDocks and could soon load a truck as fast as anyone in the crew.Things had gone well at first. Everyone seemed to like Jack, and he madeSeveral new friends. Susan had been vaguely disturbed about two monthsAgo, however, when another dock worker reported his wallet missing. SheConfronted Jack about this and was reassured when Jack understood herConcern and earnestly but calmly asserted his innocence. Susan wasEspecially relieved when the wallet was found a few days later.The events of last week, however, had caused serious trouble. First, a newPersonnel clerk had come across records about Jack’s past while updatingEmployee files. Assuming that the information was common knowledge, theClerk had mentioned to several employees what a good thing it was to giveEx-convicts like Jack a chance. The next day, someone in bookkeepingDiscovered some money missing from petty cash. Another worker claimed toHave seen Jack in the area around the office strongbox, which was openDuring working hours, earlier that same day.Most people assumed Jack was the thief. Even the worker whose wallet hadBeen misplaced suggested that perhaps Jack had indeed stolen it but hadReturned it when questioned. Several employees had approached Susan andRequested that Jack be fired. Meanwhile, when Susan had discussed theProblem with Jack, Jack had been defensive and sullen and said little aboutThe petty-cash situation other than to deny stealing the money.To her dismay, Susan found that rethinking the story did little to solve hisProblem. Should she fire Jack? The evidence, of course, was purelyCircumstantial, yet everybody else seemed to see things quite clearly. SusanFeared that if she did not fire Jack, she would lose everyone’s trust and thatSome people might even begin to question her own motives.Case Questions• Explain the events in this case in terms of perception and attitudes.Does personality play a role?• What should Susan do? Should she fire Jack or give him anotherChance?Case #2: A Difficult Task Force:José has been appointed chair of a steering task force to design the primaryProduct line for a new joint venture between companies from Japan, theUnited States, and South America. The new joint venture company willMake, sell, and service pet caskets (coffins) for the burial of beloved pets,Mostly dogs and cats. One month earlier, each company had assignedPersonnel to the task force:• From the Japanese company, Furuay Masahiko from Yokohama,Assistant to the president of the Japanese company; Hamada Isao fromTokyo, director of marketing from its technology group; and NotoTakeshi from Tokyo, assistant director of its financial managementDepartment.• From the United States company, Thomas Boone from Chicago, theTop purchasing manager from its lumber and forest lands group;Richard Maret from Buffalo, the co-director of the company’sInformation systems group; and Billy Bob “Tex” Johnson fromArizona, the former CEO, now retired and a consultant for theCompany.• From the South American company, Mariana Preus from Argentina,The head of product design for that company’s specialty animalProducts group; Hector Bonilla from their Mexico City division, anExpert in automated systems design for wood products; and MauricioGomes, in charge of design and construction for the plant, which willBe located in southern Chile to take advantage of the vast forest there.These members were chosen for their expertise in various areas and wereTaking valuable time away from their normal assignments to participate inThe joint venture.As chair of the task force, José had scheduled an initial meeting for 10:00A.M. José started the meeting by reviewing the history of the developmentOf the joint venture and how the three company presidents had decided toCreate it. Then, José reviewed the market for the new high-end, designer petCoffins, stressing that this task force was to develop the initial designParameters for the new product to meet increasing demand around the world.He then opened the meeting for comments and suggestions.Mariana Preus spoke first: “In my opinion, the current designs that we haveIn production in our Argentina plant are just fine. They are topnotch designs,Using the latest technology for processing. They use the best woods availableAnd they should sell great. I don’t see why we have to design a whole newProduct line.” Noto Takeshi agreed and urged the committee to recommendThat the current designs were good enough and should be immediatelyIncorporated into the plans for the new manufacturing plant. José interruptedThe discussion: “Look, the council of presidents put this joint ventureTogether to completely revolutionize the product and its manufacture basedOn solid evidence and industry data. We are to redesign the product and itsManufacturing systems. That is our job, so let’s get started.” José knew thatThe presidents had considered using existing designs but had rejected theIdea because the designs were too old and not easily manufacturable at costsLow enough to make a significant impact on the market. He told the groupThis and reminded them that the purpose of the committee was to design aNew product.The members then began discussing possible new design elements, but theDiscussion always returned to the benefits of using the existing designs.Finally, Tex spoke up: “I think we ought to do what Mariana suggestedEarlier. It makes no sense to me to design new caskets when the existingDesigns are good enough to do the job.” The others nodded their heads inAgreement. José again reminded them of the task force’s purpose and saidSuch a recommendation would not be well received by the council ofPresidents. Nevertheless, the group insisted that José write a memo to theCouncil of presidents with the recommendation to use existing designs and toBegin immediately to design the plant and the manufacturing system. TheMeeting adjourned and the members headed to the golf course at 10:45 A.M.José returned to his computer and started to write the memo, but he knew itWould anger the presidents. He hoped he would not be held responsible forThe actions of the task force, even though he was its chair. He wonderedWhat had gone wrong and what he could have done to prevent it.Case Questions• Which characteristics of group behavior discussed in theChapter can you identify in this case?• How did the diverse nature of the group affect theCommittee’s actions?• If you were in Jose’s position, what would you have done?Differently? What would you do now?Question2:Using a search engine, locate web sites on the Internet for words and phrasesSuch as: incentives, rewards, bonuses, and employee incentives. FromAmong the sites you find, pick out a small number (i.e., 3-5) that appear to beFor firms that are trying to sell or otherwise promote rewards and incentivesThat they will supply.Follow-up: Using the web site information you have found, make a listOf the five most unusual or unique incentives that you identified.Finally, respond to the following instructions and questions:
Relate each incentive to one or more employee needs.
Evaluate the likely effectiveness of each incentive.
What are the relative strengths and weaknesses of each of theIncentives?
Did learning about any of these incentives trigger ideas for other?Incentives that you had not thought of before?Good luck
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