QuestionQuestion

Assignment
Whole Foods Case Study Questions
Review the Whole Foods Case Study (pp. 1-6) and answer the questions connected to Chapters 4, 5, 6, and 7 as listed below. Responses to each question should range from 200-300 words. Your paper should reflect scholarly writing and current APA standards (12 point Times New Roman font, double-spacing, 1" margins, title and reference pages). Be sure to use the text and/or other sources to support your responses and properly cite the use of such.
1. To what extent do you think training and associate learning would be more important for Whole Foods compared to other grocery stores? (Ch 4)
2. Given the nature of Whole Foods’ jobs and the way in which associates are selected, what type of personality traits would be important for Whole Foods associates to possess? (Ch 5)
3. Which of the motivational practices are emphasized by Whole Foods in its management system? Tying rewards to performance? Designing enriched jobs? Providing feedback? Clarifying expectations and goals? All of these? (Ch 6)
4.Based on the demand-control and effort-reward models of stress, are Whole Foods team members like to experience a great deal of stress? Executives? (Ch 7)

Discussion Question
Managing Stress
Please respond to the following question:
What can organizations do to prevent and manage workplace stress? How can individuals manage their own stress? What specific changes can they make?
Your initial post should be a minimum of 200 words and specifically reference the applicable elements of this week’s reading.
Quiz
Question 1
Ch 1) Human capital is the sum of all of the following except:
skills
knowledge
general attributes
equipment
values
Question 2
(Ch 1) The strategic approach to OB applies to
the public sector
the not-for-profit sector
technical businesses
education organizations
All are correct
Question 3
(Ch 1) High-involvement management organizations compensate associates on
individual performance
team performance
business performance
group performance
all are correct
Question 4    (Ch 2) In a truly inclusive workplace, everyone feels________.
motivated
valued
unmotivated
under-valued
both motivated and valued

Question 5
Ch 2) _________ can be defined as a characteristic of a group where differences exist on one or more relevant dimensions.
Orientation
Diversity
Inter-personal differences
Intra-personal differences
Intra-group differences
Question 6
(Ch 2) Diversity Management Programs:
target some associates
target some of the more prominent associates
target all associates
target the seasoned associates
target the underrepresented associates
Question 7
(Ch 3) In a global economy _______ move freely across national borders.
products
services
people
financial capital
all are correct
Question 8
(Ch 3) The three types of risks firms face when expanding into international markets are political, economic, and _______.
Civil
Currency decline
Terrorism
Managerial
None are correct
Question 9
(Ch 3) International teams that largely rely on electronically mediated communication to coordinate and accomplish their work are referred to as:
long-distance work teams
distance challenged teams
virtual electronic teams
cross-distance teams
transatlantic teams
Question 10
(Ch 4) The ________ occurs when a person makes a general assessment of another person and then uses this impression to interpret everything the person does.
Fundament Attribution Error
Social Learning Theory
Operant Condition Theory
Halo Effect
Self-Serving Bias
Question 11
(Ch 4) OB Mod is also referred to as:
Management training
Management motivation
Performance management
Reinforcement management
Extinction management
Question 12
(Ch 4) The process of deciding what caused a behavior is known as:
attribution
overlearning
perception
internal perception
external perception
Question 13
(Ch 5) ________ is the degree to which an individual is outgoing and derives energy from being around other people.
Introversion
Extraversion
Agreeableness
Conscientiousness
Openness
Question 14
(Ch 5) The Big _________ traits have been used to predict job and team performance.
Two
Three
Four
Five
Six
Question 15
(Ch 5) Individuals with emotional intelligence typically display all of the following EXCEPT:
self-awareness
motivation
empathy
social skills
hostility
Question 16
(Ch 6) Most motivation theories can be separated into two categories:
content and process theories
perception and content theories
perception and process theories
cognitive and content theories
cognitive and process theories
Question 17
(Ch 6) The most basic level of need in Maslow’s hierarchy is:
safety needs
physiological needs
social needs
esteem needs
self-actualization needs
Question 18
(Ch 6) When setting goals, managers should address:
goal difficulty
goal specificity
goal commitment
feedback
all of these
Question 19
(Ch 7) _______ is the feeling that one’s capabilities or needs do not match the demands or requirements of the job.
Eustress
Role Conflict
Role ambiguity
Job Stress
Chronic Stress
Question 20
(Ch 7) People with a Type A personality are:
patient
competitive
aggressive
both competitive and aggressive
both patient and competitive.

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1. Training at Whole Food Organization
Whole Food Organization practices high involvement managerial structure, which dictates that the employees are responsible for developing the processes and making the necessary amendments. Similarly, unlike strictly hierarchical management systems, the associates at the Whole Food Organization enjoy a degree of freedom and flexibility in performing their duties. In other words, a junior employee can make decisions based on the situations without prior consultancy if such a process increases the involved risks. High involvement management requires all the employees to perform their duties in absolute good will and make subjective attempts to meet the organizational goals.
Moreover, the organization has transformational leadership style as opposed to the transactional model. Transformational leadership posits that the senior management should work together with the junior management and develop a pool of opinions before making managerial decisions. Nevertheless, due to the extensive involvement of the employees, the organization risks staff self-entrapment. According to Wilson and Zhang (1997), staff self-entrapment is a situation where an employee lacks a healthy balance between his or her social life and corporate responsibilities. The trend leads to eventual collapse of the employees due to stress, tension, and unmanageable workloads. In the attempt to minimize the impacts of the trend, Whole Food organization must ensure continuous and effective training programs for the associates.
A training program will ensure that the lower level management is in a constant exchange of qualitative data with the entire organization thus creating a sense of shared meanings and central objectives. Additionally, training ensures that employees receive the necessary skills to maintain a healthy balance between work and fun. Although a healthy balance reduces the output of optimal employees, it ensures future sustainability by enhancing continuity, human capital retention, and productive working environments. Furthermore, effective training at Whole Food organization will have higher impacts as opposed to other groceries. The major difference in the applicability of the training program is the size, nature and managerial structure adopted in the organization.
2. Employees’ Traits
The equal chance recruitment approach adopted by the Whole Food Organization ensures that all the applicants receive the same opportunity to join the...

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