OB Case Studies with answers (1).docx - Contents Chapter 1 Road Warriors.1 Chapter 1 Experiential Exercise I am a team leader I don\u2019t need any

OB Case Studies with answers (1).docx - Contents Chapter 1...

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Contents Chapter 1: Road Warriors (Pages 35+36) .............................................................................................................................. 1 Chapter 1: Experiential Exercise: I am a team leader; I don’t need any help (Pages 68) ....................................................... 2 Chapter 1: Ethical Dilemma: There’s a Drone in Your Soup (Pages 69) ............................................................................... 4 Chapter 1: Case Incident 1: Apple Goes Global (Pages 69+70) ............................................................................................ 6 Chapter 1: Case Incident 2: Big Data for Dummies (Pages 70+71) ...................................................................................... 9 Chapter 2: Case Incident 1: Can Organizations Train Diversity? (Pages 100+101) ............................................................. 12 Chapter 2: Case Incident 2: The Encore Career (Pages 101+102) ....................................................................................... 14 Chapter 3: Case Incident 1: On-Boarding … On-Leaving (Pages 129+130) ....................................................................... 16 Chapter 3: Case Incident 2: Job Crafting (Pages 130+131) ................................................................................................. 20 Chapter 4: Case Incident 1: On the Costs of Being Nice (Pages 163) ................................................................................. 22 Chapter 4: Case Incident 2: The Clash of Traits (Pages 164) .............................................................................................. 24 Chapter 5: Case Incident 1: Collaboration Overload (Pages 202) ....................................................................................... 26 Chapter 5: Case Incident 2: How Do Employees Justify Cyberloafing (Pages 202+203) ................................................... 28 Chapter 6: Case Incident 1: Hiring an Emotionally Intelligent Employee (Pages 238+239) ............................................... 29 Chapter 6: Case Incident 2: When the Going Gets Boring (Pages 239+240) ....................................................................... 31 Chapter 7: Case Incident 1: Who Needs the Gig Economy (Pages 277+278) ..................................................................... 33 Chapter 7: Case Incident 2: Laziness Is Contagious (Pages 278+279) ................................................................................ 36 1
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OB Chapter 1: Road Warriors (Pages 35+36) Logan Green frustrated from difficulty of getting around Southern California. When going to college, he didn’t use his car, he used public transportation or arranged rideshares, which caused him to wait rides for long times. During a trip to Zimbabwe, he found that they have this crowdsourced transportation network where anyone could be a driver and they could set their own routes. Logan created Zimride, a platform from which people can find and manage carpools. John Zimmer, left his work as an analyst after 2 years, and became a partner in Zimride, as he was captivated by the idea of sustainable transportation since he was at the university. John thinks that current transportation systems are not sustainable: o 70% of car seats are unused. o 70% of highway infrastructure is inefficient. John and Logan envisioned a transportation revolution: To change the way people get from one place to another. They started (Lyft), an app-based ridesharing platform that operates in hundreds of US cities and is valued today at 5.5 billion (double than 2015). They worked well together to foster the exponential growth of Zimride and Lyft, although they were so different: John (introvert) raised with parents who took care of everything. Logan (extroverted and assertive) raised in a middle-class suburb. Logan believed that: o The more employees a company has, the less likely anyone gets noticed. o If employees don’t feel individually responsible for the company’s success, things slow down. They didn’t forget the drivers and employees that are the foundation of Lyft: o They foster a culture and climate of employee appreciation and recognition.
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