Discussion Questions
Case: MATTEL
Please read the case “Mattel” from Chapter 15 “Organizational Structure ” Page: – 505 given in your textbook – Organizational behaviour: Improving performance and commitment in the workplace (7th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021) and Answer the following Questions:
Assignment Question(s):
- If you were a Mattel employee, would you be encouraged by what CEO Ynon Kriez said about how he is following up on restructuring? Is there a way he could have said it better?.(03 Marks) (Min words 150-250)
- Given that Mattel’s structure is still organized around brands (toys), how do you expect a new film division to fit in from a structural standpoint?.(03 Marks) (Min words 150-200)
- How might Mattel change its structure to be more efficient or successful? (02 Marks) (Min words 150-200)
Part:-2
Discussion Questions: – Please read Chapter 12, 13 & 14 “Teams: Process and Communication — Leadership: Power and Negotiation & Leadership: Styles and Behaviour” carefully and then give your answers on the basis of your understanding.
- Describe the communication process in a student team of which you’ve been a member. Were there examples of “noise” that detracted from the team members’ ability to communicate with one another? What was the primary mode of communication among members? Did this mode of communication possess an appropriate level of information richness? Which network structure comes closest to describing the one that the team used to communicate?(03 Marks ) (Min words 200-300)
- Which forms of power do you consider to be the strongest? Which types of power do you currently have? How could you go about obtaining higher levels of the forms that you’re lacking?(02 Marks ) (Min words 150-200)
- Consider the four dimensions of transformational leadership: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Which of those dimensions would you respond to most favourably? Why?(02 Marks ) (Min words 150-200)
15.1 Is it possible to be a great leader of employees in a highly mechanistic organization? What special talents or abilities might be required?
15.2 Why do the elements of structure. such as work specialization. formalization. span of con-trol. chain of command. and centralization. have a tendency to change together? Which of the five do you feel is the most important?
15.3 Which is more important for an organization: the ability to be efficient or the ability to adapt to its environment? What does this say about how an organization’s structure should be set up?
15.4 Which of the organizational forms described in this chapter do you think leads to the high-est levels of motivation among workers? Why?
15.5 If you worked in a matrix organization. what would be some of the career development challenges that you might face? Does the idea of working in a matrix structure appeal to you? Why or why not?
