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1. What are the barriers for women to become corporate leaders?
2. What competencies are needed by women to succeed in corporate life?
1. Identify the sources of resistance to change in this case.
2. Discuss whether this resistance is justified or could be overcome.
3. Recommend ways to minimize resistance to change in this incident or in future incidents.
Organizational Behavior
1. What performance problems is the captain trying to correct?
2. Use the MARS model of individual behavior and performance to diagnose the possible causes
of the unacceptable behavior.
3. Has the captain considered all possible solutions to the problem? If not, what else might be
done?
1. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented?
2. What were the results of the stress? Would you consider these to be typical to stress situations
and lifestyle choices John made, or was John Breckenridge unlucky?
3. Assume you are a career coach retained by John Breckenridge to guide him through his next
decisions. How would you recommend that John modify his lifestyle and behavior to reduce
stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not,
where should he seek help?
1. What type of team was formed here? Was it necessary, in your opinion?
2. Use the team effectiveness model in Chapter 9 and related information in this chapter to
identify the strengths and weaknesses of this team’s environment, design, and processes.
3. Assuming that these four people must continue to work as a team, recommend ways to
improve the team’s effectiveness.
1. Identify the different conflict episodes that exist in this case. Who was in conflict with whom?
2. What are the sources of conflict for these conflict incidents?
3. What conflict management style(s) did Lapierre, the international team, and Gushin use to
resolve these conflicts? What style(s) would have worked best in the situation?
1. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.
2. Considering the difficulty in changing organizational culture, why did Hillton’s management