1. Over the years, large business organizations have steadily reduced the number of layers in the organization structure. What purposes has this profound change in structure served?
2. If you were the CEO of a large organization, would you want to share responsibility with a co-CEO? Why or why not?
3. What can first-level and middle-level managers and team leaders to about shaping the culture of a firm?
4. What can you tell about the organizational culture of a large retailer just by visiting a couple of the firm’s stores?
5. How can a manager tell whether an employee is resisting change?
6. Describe how a business person could be an effective manager yet an ineffective leader.
7. How would a leader know whether a given subordinate, or group of subordinates, is trustworthy enough to be empowered?
8. Suppose that you as a manager found out that Jennifer, one of your team members, has a strong intrinsic motivation. What would you do with this information to motivate Jennifer to higher levels of performance?
9. Some managers object to systematic approaches to motivating employees by expressing the thought, “Why should we go out of our way to motivate workers to do what they are paid to do?” What is your reaction to this objection?
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