Final Exam Questions For Fall 2020 Module A Format Three Ess

Final Examquestions For Fall 2020 Mod Aformatthree Essays 10 Points

Choose three essay prompts from the provided questions, select one from each set (A or B), and respond to each in complete sentences. Clearly indicate which question you have chosen. Use as much space as needed to fully answer the prompt, keeping responses concise, simple, and direct. Originality is required; do not copy, edit, or review others’ responses, and be prepared for verbal explanations if necessary. The exam emphasizes understanding and articulation of concepts related to relational leadership, influence tactics, decision-making, and organizational behavior.

Paper For Above instruction

Introduction

The final exam for Fall 2020 Modular A requires students to compose three essays that demonstrate their understanding of key organizational behavior concepts, including leadership dynamics, influence strategies, decision-making processes, and workplace impacts of societal issues such as COVID-19. Each essay prompts students to apply critical thinking, reflect on personal or observed experiences, and utilize theoretical frameworks to support their arguments. This comprehensive assessment emphasizes originality, clarity, and the ability to communicate complex ideas effectively in writing.

Essay 1: Leadership and Ethical Challenges

The first essay offers a choice between two prompts. The first prompt explores the Set-Up-to-Fail syndrome, a phenomenon where managerial actions inadvertently undermine employee confidence and performance. This concept relates closely to relational leadership, which emphasizes trust, support, and empowering followers to succeed. As a leader, one can prevent this syndrome by establishing clear expectations, providing constructive feedback, demonstrating empathy, and fostering an environment where mistakes are seen as learning opportunities. Effective relational leadership involves building authentic relationships that bolster employee self-efficacy—the belief in their ability to succeed. By promoting a growth mindset and avoiding behaviors that diminish morale, leaders can create a more resilient and motivated workforce.

The second prompt addresses the Harvey Weinstein case and the #MeToo movement, highlighting how sexual misconduct by powerful leaders reveals issues of power imbalance and inequity. Leaders who abuse their authority to commit such acts perpetuate a culture where victims feel silenced, and accountability is undermined. This dynamic underscores the importance of ethical leadership, organizational policies on misconduct, and the need to cultivate an environment of trust and fairness. Power, when unchecked, can facilitate exploitation, but leaders can counteract this by promoting transparency, encouraging reporting, and holding perpetrators accountable to foster equity and respect within organizations.

Essay 2: Influence Strategies and Personal Development

The second essay also provides two prompts. The first involves analyzing someone personally known who needs improvement at work or school and employing a growth mindset to assist their development. For instance, if a team member struggles with time management, applying a growth mindset entails framing feedback positively—highlighting their potential for growth—such as, “With improved planning, your contributions can be more impactful.” Examples of growth-minded feedback include emphasizing effort, progress, and specific strategies for improvement, like setting SMART goals or prioritizing tasks. This approach fosters resilience and motivation, encouraging the individual to view challenges as opportunities rather than fixed limitations.

The second prompt examines the use of influence tactics in two scenarios: convincing someone to hire you and persuading someone to accept a job offer as a hiring manager. In the former, tactics such as demonstrating expertise and building liking can be effective—by showcasing knowledge relevant to the role and establishing rapport, you increase your attractiveness as a candidate. Conversely, as a recruiter, using tactics like setting clear expectations and appealing to organizational values can influence a candidate to accept an offer, emphasizing how the role aligns with their aspirations and the company's vision. Both scenarios highlight the strategic use of influence tactics—such as reciprocity, consistency, or social proof—tailored to the social context and individual motivations.

Essay 3: Decision-Making and Organizational Behavior

The third essay presents three prompts; the first asks students to reflect on personal decision-making traps encountered during simulations like Carter Racing and the Day Care Task Force. Common traps include overconfidence—trusting in one’s intuition despite evidence—and confirmation bias—favoring information that supports preconceived notions. For example, in Carter Racing, overconfidence in technical assessments might lead to risky decisions, while confirmation bias could cause overlooking critical dissenting opinions. To reduce such traps, organizations can implement structured decision-making processes, encourage diverse perspectives, and promote awareness of cognitive biases, thus enhancing judgment quality.

The third prompt invites an organizational behavior perspective on how COVID-19 affects employees and workplaces. Two relevant concepts are motivation and leadership. The pandemic disrupted traditional work environments, leading to remote work, increased job insecurity, and changed social dynamics. Motivation has been challenged by uncertainties, but organizations can foster engagement through intrinsic motivators like purpose and autonomy, and extrinsic rewards like recognition. Leadership plays a crucial role in guiding teams through change by demonstrating empathy, resilience, and transparent communication. Transformational leadership, emphasizing support and inspiration, can mitigate stress and maintain productivity during crises. These insights underscore the importance of adaptive leadership styles and motivational strategies in managing organizational challenges during the pandemic.

Conclusion

The final exam emphasizes integrating theoretical knowledge with practical application across leadership, influence, decision-making, and organizational behavior domains. Clear, concise, and original responses that demonstrate comprehension of complex issues are essential for success. By critically engaging with each prompt, students can articulate how organizational theories inform real-world challenges and personal experiences, preparing them for effective leadership and decision-making in diverse settings.

References

  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  • Cialdini, R. B. (2007). Influence: The psychology of persuasion. Harper Business.
  • Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
  • Frese, M., & Zapf, D. (1994). Action and psychological safety in organizations. Human Relations, 47(8), 923-944.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
  • Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
  • Northouse, P. G. (2018). Leadership: Theory and practice. Sage Publications.
  • Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
  • Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making. University of Pittsburgh Press.
  • Yukl, G. (2012). Leadership in organizations. Pearson Education.

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