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Week 1 - Discussion

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Week 1 (May 1-7, 2017) Chapter 1 "What is OB?" Questions

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Review page 29 in the text, "Breakout Group Exercises" consider the following questions: (if you do not
have a text yet, that is ok)

1. Consider a group situation in which you have worked.  To what extent did the group rely on the
technical skills of the group members vs. their interpersonal skills? Which skills seemed most important in
helping the group function well?  
2. Identify some examples of “worst jobs.” What conditions of these jobs made them unpleasant?  To
what extent were these conditions related to behaviours of individuals?  
3. Develop a list of 3 “organizational puzzles,” that is, behaviour you have observed in organizations
that seemed to make little sense. As the term progresses, see if you can begin to explain these puzzles,
using your knowledge of OB. 

In my workplace, both technical and interpersonal skills are very important, they complement each other. For instance, a
bank teller will need to have good computer skills, perform cash transactions and international wire. These are technical
skills a bank teller will developed as they progress from day to day. Without the technical skills, the bank teller would not
able to perform their task as mandated by their manager. I would say communication and listening skills are the basic
priority when serving customers on the counter. A banker teller will need to interact with customers and determine how to
help the customers from listening the conversation. Your top goal is to improve customer services by offering above and
beyond exceptional customer’s service experience which make the customer fully satisfied when they leave the branch.
Interpersonal skills are the most important skill that is helping the group functioning well.

An example of a worst job would be at a telecommunication call center. For instance, if customers see an overcharges fee
on their account statement, they would call the customer services line number. The first thing a call centre representatives
will do is, they will solve your problem and try to sell you other products or services at the same time. Even if you’re mad
about the overcharge fees, they will still try to sell something to you before you ended the call. That behavioral simply
discourage customers from using your services or products, or customers will just cancel their services and subscribed to
their competitors. Each individual within an organization behave differently. They are not programmed to perform or
work at the same function. Some individual might follow companies mandate by working effectively and efficiently,
while other individuals might follow their own intuition.

Organizational Puzzles:

Lack of Respect – always disrupt the conversation in front of the customers

Lack of Commitment – expect everyone to be on time for work, when the leader is always late for the job

Bias – asking the dislike ones to do more work, while letting the favour ones to leave early

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Week 2 - Discussion

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Week 2 (May 8-14, 2017) Chapters 2 and 3 questions

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I do a number of workshops for the OPP about Millennials, so maybe you can help me out.  From page 72,
"Millennials Are More Narcissistic", read the case and consider the following questions, If you have an older
text, please do some research about the topic and cite the reference:

1. What generation are you? (Also consider generation Z - the text doesn't mention this group, some
of you are represented here) 
2. Share an experience you have had with Millennials--how do they compare to other generations?
3. What are 2 positive and 2 negative characteristics that you would share about your generation?
4. Why generalize generations is it fair--explain why? 

1. What genera,on are you? (Also consider genera,on Z - the text doesn't men,on this group, some of you are
represented here)

AAer research and reviewing the informa,on, I was born in 1988, therefore, I am a millennial.

2. Share an experience you have had with Millennials--how do they compare to other genera,ons?

Most of my friends are millennials along with some millennial colleagues at workplace. The common thing I see from
millennials is technologically savvy. For instance, one of my millennial colleague was having an important call with his
client, typing the notes on the computer and answering our ques,ons by wri,ng the answers on a piece of paper. I
would say my millennial colleague is so mul,tasking talented and somewhat self-focused, they expect others to follow
his work habits to in order to become successful in the industry.

When comparing to Genera,on X, this group focused on intrinsic values. Most people in this group represen,ng middle
to higher management level at their workplace. Genera,on X is family-oriented and volunteering at local charity than
previous genera,on.

When coming to Genera,on Z, this group is compe,,ve and focused somewhere in between extrinsic and intrinsic
values. They want money and jobs security as top mo,vators. They want to be judged on their own merit and display
their individual talents. Genera,on Z is in the situa,on where they want to advance quickly based on their individual
performances.

3. What are 2 posi,ve and 2 nega,ve characteris,cs that you would share about your genera,on?

The two posi,ve characteris,cs of the Millennials will be technologically savvy and entrepreneurial. Millennials adapt
changes to technology very quickly and we con,nually improving the current technology, so that everyone in the world
can access it. Millennials design and create new business plaSorm through socially media with the use of technology.
We learned from our mistakes and progress from con,nuous changes.

The two nega,ve characteris,cs of the millennials will be less social and lack of persistence. Millennials are spending
more ,mes on their computers than socially mee,ng their physical friends. Average millennials already spending 30
hours a week on socially media. it will be very diUcult for us to survive the day without smartphones or laptops. We are
so depended on devices and gadgets. For instance, if we fail to improve the new updates on android opera,ng system
by the released date, we delayed or we designed a complete new smartphone to mys,fy the poten,al buyers.

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4. Why generalize genera,ons is it fair--explain why?

I don’t think its fair. Everyone is unique. We just behave diZerently. The older genera,ons always thought the younger
genera,ons do not work hard enough like back in the old days. You just cannot use your own judgemental and
generalized one genera,on. It is the way how older genera,ons view younger genera,ons for not following their steps
in working. For instance, 50 years ago, people will have to physically work to earn money for the family. Now, people
can earn money from using the computer.

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Week 3 - Discussion

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Week 3 (May 15-21, 2017) Chapter 4 discussion questions

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Motivation theory is usually represented on the exam (please take note)

1. Describe a time when you were completely de-motivated at work.  Apply the points from Herzberg’s
model (pg. 131).  What factors led to this? How did you feel and what did you do about it?   
2. Tell about a time when you were motivated at work – apply any other theory from the text.  How
did your motivation compare with the theory?  What can be learned? 

The time when I’m completely de-motivated at work will be relationship with peers. For instance, every bank teller has its
own responsibilities, break and lunch time and assigned by manager. One of my colleague have been working at the bank
for 5 years for the same position. Because of seniority, she’s the first one go for break and lunch. All other bank tellers
including myself will go after her. The real problem cause me to be completed demotivated at work is when she doesn’t
do her part of the work, at least make one mistake on a weekly basis and always leave at 5pm very recently. By the end of
the day, we have to put all the working supplies back into a time delayed locked-vault. Only the branch manager or
customer service manager and central tellers will have the access code to locked the vault. Every day at 5pm, she ran
straight to the change room and get ready to leave the branch. This type of behaviour gave us a bad influence, and it make
all bank tellers feel "if her behaviour continues, we might think this workplace is not a good work environment for junior
staffs to learn and look for advancement". I had several discussions with the customer service manager about her working
behaviour toward the branch. If her behaviour continues for extend period, I think most of the junior staffs might leave the
bank and look for alternative jobs elsewhere. After the discussions with the manager, she was assigned for time off to
attend training workshop to relearn the materials she had mistakes on.

The time when I was motivated at work is when I was offered a full-time position as an alternative central teller by the
customer service manager. This position allows me to have greater responsibility and advancement in the future. My
motivation allows me to work harder and learn more materials from my peer – head central teller. My experience applies
on self-efficacy theory. When your manager set a higher goal for the branch, we need to set a higher personal goal to
achieve above and beyond their expectation. Also, we need to have more confidence in our ability to achieve the tasks
assigned by your manager.

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Week 4 - Discussion

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Week 4 (May 22-28, 2017) Chapter 5 "Motivation in Action" discussion questions

COL LA PS E
The exam will likely have a question or 2 that will use the theories in these 2 questions:

1. Think of the worst job that you have ever had.  Compare and contrast job according to the 5
dimensions identiCed in the JCM.  Describe what you would do to redesign the job to make it more
satisfying.
2. Spend some time at various times this week either observing people at work or watching
employees at the university cafeteria or a similar workplace.  Based on your observations, what actions
would you recommend to make these jobs more motivating by using the "Drives" model on page 191?

The worst job I’ve had was an outdoor parking lot attendant.

Skill Variety: Low variety – basic math, know how to use a calculator and the ticket time clock machine. As
long you have the required minimal skills, you’re good to go.

Task Identity: Low identity – collect cash from customers when they parked their car on the parking lot and
give them the ticket to display on the dashboard.

Task Significance: Low significant – waving parking signs to attract customers to park their cars at our parking
lot.

Autonomy: Low autonomy – just make sure you can fill all the parking spaces during your shift. Bring back the
float and the cashbox to the supervisor by the end of your shift.

Feedback: No feedback – they expect you to do the job with minimal supervision.

The company at the minimal should have two people working for at the outdoor parking lot. Working alone in a
big parking lot is very stressful and boring. You are the one in charge of everything from moving signs to
collecting fees from customers. By having two staffs working on site, the job tasks will be completed more
effectively and efficiently than working alone.

Acquire:
Whiteboard placed in the meeting room where every staffs can see it. Write every staffs name on the
whiteboard and display the top performers tie to number of sales on a weekly basis. Top performers will receive
higher bonus from their contributions to the sales of the branch.

Bond:
Create an effectively development plan for the branch, where every staffs contribute new ideas to bring the sales
target. Follow the plan that is the most effective in terms of sales results. Encourage all staffs to follow that plan
in long term.

Comprehend:
Job rotation where the front-line staffs have different important roles in the branch. Assign 1 staff for retailing
with an iPad to show customers how to make payments. Assign another 2 staff to teach customers how to use
the large touchscreen computer for quoting mortgage rates or GIC rates. The new digitally demonstrations allow
every staffs to be digitally enabled and showing the latest technology we offered to customers.

Defend:
Create a top performer of month via internal email by recognized and rewarding them with gift cards for their
contribution to the branch sales results. Ensure every staffs can see and read the email and understand how to
achieve the goals with steps to become the top performer of the month. Small rewards will boost the teamwork
and encourage all staffs will work hard to achieve their goals.

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Week 5 - Discussion

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Week 5 (May 29-June 4, 2017) Chapter 6 "Groups and Teamwork" discussion questions
COL LA PS E
1.  Use the Characteristics of an E3ective Team model (pg. 217) to analyze a team that you thought was
e3ective and why it succeeded.  

2.  Compared to the Roles Required for E3ective Teams (pg. 224) what 2 roles do you usually play and why
do you think this is the case?

3.  Are you satisJed to see that there is no team-based assignment in this online class?  Why?

b35e9b39-2e7e-4 false

Use the Characteristics of an Effective Team model (pg. 217) to analyze a team that you thought was effective
and why it succeeded.

From my point of view, clear purpose, listening, open communication, clear rules and work assignments and
self-assessment are the best effective characteristics to create an effective team. Early in the morning, before the
branch open, we will have a quick huddle, the branch manager will state the goals for the week for all team
members to follow. All team members feel free to ask questions such as how to improving better customer
services and/or how to teach customers to download the mobile app and use features on their smart phone. The
ongoing conversations allow both branch manager and team members to brainstorm and bring up news ideas
and determine which concepts/effective ways to improve branch sales. We will need to create a clear and
precise plan for all team members must follow to action. For instance, stick a Post-It note with questions beside
your computer, when serving customers on counter, you will know what to asked and ask customers to
complete the feedbacks survey during your client discovery. By the end of the day, see how many feedbacks
you received (positives/negatives) and number of sales. The effective plan will determine how well you
performed/underperformed and suggestions to improve the branch. Occasionally, the plan should be reviewed
and modified on continuously basis if the plan is underperforming.

Compared to the Roles Required for Effective Teams (pg. 224) what 2 roles do you usually play and why do
you think this is the case?

For my role, both initiating and providing information and opinions are the most effective team functioning. At
first, we all have to come together and create a common goal that will work for all team members, with steps on
how to achieve the goal objectives. For instance, we create a goal objective for a 2-week trial, if the plan
doesn’t work, we know we will have to create another goal plan. All team members should contribution new
effective information/ideas on tactics to improve the branch sales and customer services.

Are you satisfied to see that there is no team-based assignment in this online class? Why?

I’m definitely satisfied there is no team based assignment in this online class. I can create my own schedule on
research and writing the assignment freely with no meeting restriction. Team based assignment only work well
if we’re attending actual lectures. From the lectures, I physically see all the classmates, through conversation
which I will know which classmates to choose to work on the team based assignment. However, there is
commitments to meet up with your group members to do the team-based assignment. The team leader will have
to create a time for all other group members to meet up on a schedule, if not, then it will be very difficult to
commit.

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Week 6 - Discussion

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Week 6 (June 5-11, 2017) Chapter 7 "Communication" discussion questions

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1. Describe a time when you were a part of a huge (or at least big) misunderstanding.  Use the
communication process model (pg. 248) to analyze the lack of communication in this situation.  What do
you conclude? 

2. Look at the “OB in Action” section on page 262.  Do some research or tell about an organization that
you know about where social media was not used responsibly by an employee.  Use the 5 points listed in
the text to analyze the case.

Note that the above 2 questions, or similar, have also been exam questions...

All staffs supposed to arrive 45 minutes before the branch opens as the instruction given by the branch manager. A colleague who
have worked at the bank for 6 years. This particular colleague always late for work at least twice a week. Our branch is a business
banking center, we have many of business clients coming in for business transactions. If we have one short staff before opening, there
will be a huge line all the way to the doors.

Her excuse for coming in late work blaming on Toronto Transit Commission not providing sufficient services during rush hours. All
other staffs understand the reason why we have to arrive early for work before opening hours to avoid any misconception. she
understands her duty of the role is to providing customer services to clients during opening hours. But, what she doesn’t know is if
she's late for work, it will cause an overload to other staffs during opening hours and delayed for lunch and break time.

The customer service manager should provide a clear communication to all staffs about work schedule and arrive on time for work
through internal email and post a large notice display in the conference room. That particular colleague should have called the
managers direct line if she running late, instead of making excuses. If you have time playing with your smartphone when commuting
to work, a simple phone call informing your manager will help others and become stress-free.

Look at the “OB in Action” section on page 262. Do some research or tell about an organization that you know about where social
media was not used responsibly by an employee. Use the 5 points listed in the text to analyze the case.

Two Toronto firefighters lost their jobs after posting offensive tweets against women on Twitter, one tweeted “woman belong in the
kitchen and should cook for men“ and another one tweeted “smacking a woman in the back of the head is a way to reset
the brain“.

If you work for the City of Toronto, City staffs must be cautious, both Toronto firefighters make the wrong mistakes of
having their employees reading their tweets.

What you post on social media will spread out instantly and it will retweets, reposts or shares by others. Even if you delete
the original posts, the shares will still be searchable on the internet.

Unfortunately, the two Toronto firefighters already damaged the reputation of Toronto Fire Department. Sometimes the
employees did not think before they write any positives and negatives about their company.

Very clear that both firefighters did not get approval from the fire department before posting sexist comments on Twitter.

The Toronto Fire Department asked both firefighters delete the tweets, Toronto Fire Chief posted another tweet stating the comments
posted by the fire staffs is unacceptable, the department will further investigate the case.

Note that the above 2 questions, or similar, have also been exam questions...

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Week 7 - Discussion

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Week 7 (June 19-25, 2017) Chapter 8 – “Power and Politics" discussion questions
COL LA PS E
Review the Continuum of Responses to Power on page 280 (a popular exam question) and do the “Quick
Measure of How Political Your Workplace Is” on page 292: 

1. What do these tools say about your workplace - how does it compare to the continuum?  
2. Does this leadership style and politics work for you? 
3. What would you like to see changed? 

Quick Measure of How Your Workplace Is

1. SA - 5
2. D - 4
3. U - 3
4. SA - 5
5. SA - 5
6. A - 2
7. SA - 5
8. A - 2
9. A - 2
10. SA - 5
11. A - 2
12. U – 3

Total = 43

The higher the total score, the greater of perceived organiza@onal poli@cs, I scored 43 out of 60.
By reviewing the con@nuum of responses to power, I Gnd my workplace is semi-high very poli@cal. First, many of them
will comply with the sales employees in terms how to provide the best customer services to clients. Second, the services
employees will just go back to their normal rou@nes, resistance to changes as ideas giving by the managers. Finally, the
old part-@mers are here mainly for the paycheque, “in between not yet re@ring to age 65”. These older employees have
less commitment to work at the branch vs. full-@me employees. Expert and referent powers only work well for the full-
@me sales employees and full-@me services employees. These employees are experts and knowledgeable commiSed to
the company’s strategic goals and fully sa@sGed with their current job. Legi@mate power will not apply to the older
employees, as these employees did not want any changes.

The leadership style will only work eVec@vely when you have a group of employees/colleagues that can share a common
goal. By having some poli@cs at my workplace, it will create a chemistry eVect. It will encourage the less dedicated
employees to work hard to stay with the group/Xow.

I would like to see a modiGed pay and promo@on structure. For employees performing excep@onally well, reward them
with increased annual salary or move up into next rank. For employees underperforming, transi@on to a diVerent
department that might be more suitable for their current condi@on.

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Week 8 - Discussion

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Week 8 (June 26-July 2, 2017) Chapter 9 – “Con>ict and Negotiation" discussion questions
COL LA PS E
Review the "Content Handling Strategies" on pg. 315 and the "In Action" "Choosing Strategies to Deal with
Con>ict" on pg. 316; as well as the "In Action" "Handling Personality Con>icts" on pg. 317. Using these
frameworks:

1. Describe a time in the workplace when you had a con>ict with someone or were trying to resolve a
con>ict.  
2. What strategies did you take?  How did they compare with the strategies in the text?  
3. What would you do diPerently now?

Approximately two months ago, two branches closed down and merged into nearby branches for the transition. We
welcome the five staffs joined my branch, and we’re excited to work with the new team. As the time goes by, I starting to
see the strange habits on the new staffs. One of the new employees on a weekly basis do not come on time for work. She
is the only one always takes more than 20 minutes to serve just one customer for a simple transaction. I kindly asked her
during break time to speed up the process when serving customers when we have a huge lineup. My branch is business
banking center; we always have business customers depositing a significant amount of cash transactions and exchanges
coins. She ignored me and said, “we’re the same rank, you do not have the right to tell me what to do.”

I had a small conversation with my customer service manager to discuss and analyze the situation. If she continues to
behave like what she's currently doing, she's going to create an inverse relationship with the rest of the service teams. To
mend a relationship with both services and sales teams, the customer service manager developed a plan. Employees
served the most clients and sales of the month will win a gift card valued at $25.

When I have conflicts with my colleague, at first, I will communicate with her directly to solve the problems. If the
problem doesn’t work, I will refer the question to my direct manager. I hope this step will be the final step to have the
problem solved. The manager will do their best to have a nice balance on every employee within the branch.

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Week 9 - Discussion

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Week 9 (July 3-9, 2017) Chapter 10 – “Organizational Culture" discussion questions

COL LA PS E
Another popular exam topic: Culture and theories.

1. Using the 7 characteristics of culture on page 348 to compare and contrast--how would you deBne
your organization’s culture? 
2. How does this culture compare with the “artifacts” that guests might see when “reading” your
culture on pages 354-357? Does the actual ag
6. ree with what can be read? What should be changed? 

My company shared similar culture theme to the example of “BMO” under the “Stories” category. For every interac>on,
the customers may receive a survey from my company through email regarding about the services, improvements, and
sugges>ons. Management does read the email and use it as a guideline towards its staBs as what to expect when they
faced a similar situa>on in the future. The primary emphasis of the organiza>on is customer focus culture. I would
suggest the upper management create an internal open portal web blog for all staBs within the organiza>onal can post
recommenda>ons/comments for adaptability. If the company want their workers to be dedicated to the organiza>on,
then the management should start listening from all staBs no maHer what their posi>on (front line, middle
management, back oJce, or upper management).

Innova&on and Risk-Taking

Employees are encouraged to bring up new innovate ideas on improving the sales results. Regarding risk-taking,
employees are discouraged, due to the nature of the job.

A1en&on to Detail
Cheat sheet/post it s>cky notes locate from computer to every spot you can s>ck on the counter. On a weekly basis, the
customer service manager will randomly choose an employee and quiz them. This way, it will help every employee to
know the informa>on in and out.

Outcome Orienta&on
Branch manager will post weekly results from the sales team through internal email (only can be viewed by the service
employees), and the customer service manager will post weekly results from the service team through internal email
(only can be seen by service employees). Top performers of the quarter from both sides will be recognized, and their
name will be chosen for quarterly prizes from the regional manager.

People Orienta&on
We have about 12 employees working at the branch level. Top management decisions go through diBerent levels; they
did not take employees outcomes as the major factors.

Team Orienta&on
Each employee shares the joint responsibility. Teamwork is the priority working at the branch level. Every employee is
team-oriented.

Aggressiveness
Top employees will be more aggressive towards average employees. The top employees proof themselves that they’re
ready to go above and beyond the branch expecta>on. Aggressive employees want to move up into the next rank.

Stability
The company is s>ll expanding. Stability only work well for those employees have cer>Xca>on, licenses or designa>ons.
Personal growth applies to every employee within the company. If you have the required skills and other qualiXca>ons,
you will see a lot more opportuni>es for diBerent divisions within the company.

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Week 10 - Discussion

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Week 10 (July 10-16, 2017) Chapter 11 – “Leadership" discussion questions

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Another popular exam topic - Leadership.  

1. Describe the best leader that you have worked for.  

2. Was this leader a transactional, charismatic or transformational leader?  Explain what style or
combination was this leader compared and contrasted from the characteristics on pages 390 and 392 of
the text? 
3. Now, describe a bad leader that you have had and tell us why this individual was such a poor
leader. 

The best leader that I have worked for was a former branch manager. He will be the Lrst person arrived at
the branch and opened the door for all employees to come in before the branch open. If there is a huge
line up at the front counter, he will walk out from his oMce and greet the customers. If there is any
questions cannot be answered at the front counter, he will be the Lrst one come out and escalate the
customers to his oMce and answering or solving the problems. Occasionally, he will have a one-to-one
conversation with each employee and discuss their career goals and how to achieve it. If any employee
wants to move up into the next rank, he will give you guidance and sometimes he might recognize and
recommended employee to the regional manager. It is an opportunity for the employee to have an
interview with the regional director.

The best leader was a transactional leader. He recognized and rewarded the top performers of the branch
with small gift cards as an encouragement. He set out plans goals and jobs responsibilities for each
employee. If an employee performed well in one particular area, he would guide you to the with the option
to tackle your weaknesses.

The bad leader that I have worked for is another former branch manager. She will be the one did not arrive
on time. She always leaves her oMce 1 hour before the branch closed. She used to work at the main
branch of the head oMce. Employees working at the head oMce are much Sexible compared to employees
working at a retail branch. She expects the sales team to have high sales volumes during the low seasons.
She doesn’t encourage or support employees career goals. She wants employees to work for her. Even if
an employee performed exceptionally well, she would not mention or recognized him/her to the regional
manager. She will keep the hard work employees, especially the ones who can achieve exceptionally high
sales volumes eventually increased his year end bonus.

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Week 11 - Discussion

Organizational Behaviour (Nipissing University)

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Week 11 (July 17-23, 2017) Chapter 12 – “Decision making, creativity, and ethics”
discussion questions
COL LA PS E
Using the Steps in the Rational Decision Making Model on page 414:

1. How does this compare with typical problem solving in your workplace?  
2. What would you recommend that they do diEerently?
3. Assignment 2 has 10 marks assigned for creativity... what would you have done diEerently after
reading this chapter? (Good Luck)

Every day, I encountered di1erent problems from di1erent customers. Every customer is unique, their ques;ons needed
to be addressed on the spot. Most of the ;me, customers asking for non-su@cient funds fees refund, overcharging on
banking fees and holds on cheques. If customers were charged for the Brst ;me on these charges with manager’s
approval, I would reimburse the fees courtesy of the branch only for one ;me with messages added on customer’s
proBle. Inform the customers on how to avoids fees being charged on the bank account and alterna;ve op;ons such as
overdraD protec;ons if the customer does not have su@cient funds in their bank account. I always recommend the best
protec;on package that caters to each and individual customers and rebates.

I would recommend the Bnancials advisors who open the new accounts for each customer and provide them with full
details on about banking fees that are Bne print at the very boEom of the brochure. Banking fees are the most
concerned part of the discussion.

ADer reading chapter 12, I could have added most animated pictures and logos with sound e1ect on each slide on Prezi.
In my point of view, I focused on geLng the correct informa;on inpuEed on the presenta;on than trying to be more
crea;ve. Being crea;ve is good because it allows the viewer to understand how the presenta;on was presented and
also reMect on the presenter’s personality and behavior.

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Week 12 - Discussion

Organizational Behaviour (Nipissing University)

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Week 12 (July 24-30, 2017) Chapters 13 – “Organizational Structure” & 14 –

“Organizational Change” discussion questions
COL LA PS E
Another likely exam question:

1. Using Kotter's 8 steps of change assess a change made in your organization.  What would you do
diCerently?
2. What is one thing about Organizational behaviour that surprised you this term and what will you do
diCerently moving forward? 

Establish a sense of urgency by creating a compelling reason for why change is needed.

- Every staC needs to understand their job roles and responsibility. Do not give out advice when you’re not
authorized or licenced to do so. Print out a cheat sheet and attached somewhere visible to all staCs to prevent
future misconception.

Form a coalition with enough power to lead the change.

- Branch level management needs to listen from all staCs of the diCerent rank level. Get support vote from other
staCs within the branch, bring in the topics for the next meeting and explain the situation that needs to be
addressed ASAP.

Create a new vision to direct the change and strategies for achieving the vision.

- Brainstorm and summarized the major points for the next weekly meeting, address changes and strategies on
how to achieving the goals.

Communicate the vision throughout the organization.

- Verbally speak to all staCs members within the branch, send out the vision goals through internal emails and
communicate through company’s internal web blogs.

Empower others to act on the vision by removing barriers to change and encouraging risk-taking and creative
problem-solving.

- Provide a summary page with pros and cons for the vision goals to all staCs within the branch. Ask all staCs
members within the branch to contribute their ideas and recommendations to making the vision goals more
appealing.

Plan for, create, and reward short-term “wins” that move the organization toward the new vision.

- Provide summary pages with steps on how to achieve the new vision goals. Also, include a small monetary
prize for the staCs who able to shift the eCective plan into reality.

Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

- Have a weekly meeting with all staCs members within the branch, asking their feedbacks regard on the new
programs. If there's a problem with the new programs, need immediate attention and revise the original
programs. If the new programs are working eZciently, ask for feedbacks and recommendation to achieve
above and beyond the expectation.

Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

- All staCs members need to re\ect the new changes by what they should do on improving the success of the
branch. Reenactment with other staCs members, therefore, they will become more con]dent by demonstrating
the new changes.

The one thing I learned about organizational behavior from this courses is “teamwork.” An organization consists of
diCerent aspects from employees working for the company, telecommunicating customers all over the world, and
continually come up with new changes on redevelopment. If one small part falls apart, the organization will start to
perish. I will continue to use the organizational behavioral textbook as my guidebook if I encounter any similar
situation in the future.

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