LSUS MBA 704 1 CERTIFICATION
SCRIPT 2026 QUESTIONS WITH
SOLUTIONS GRADED A+
◍ Major Issues facing contemporary organizations.
Answer: -Understanding global competition & diversity -Trying to solve
ethical problems/dilemmas **The managing of people/HR within an
organization will be the major challenge
◍ Environmental/Contextual dimensions for organizational behavior.
Answer: Globalization, diversity, and ethics Sam Walton: "People are the
key!" In other words, people cannot be copied.
◍ Human Capital.
Answer: -First considered the "cost" within companies. -WHAT YOU
KNOW: education, experience, and skills
◍ Paradigm.
Answer: a model; an example
◍ Theory X.
Answer: assumes that workers are basically lazy, error-prone, and
extrinsically motivated by money and, thus, should be directed from above.
◍ Social Capital.
Answer: -WHO YOU KNOW: networks, connections, and friends
◍ Positive psychological capital.
Answer: -WHO YOU ARE IN TERMS OF: confidence, hope, optimism,
resiliency, and who you can become (authentic self)
◍ Paradigm.
Answer: -from Greek "paradeigma;" meaning model, pattern or
, example.-Thomas Kuhn: broad model, framework, way of thinking, or a
scheme for understanding reality -Joel Barker: establishes the rules, defines
the boundaries, and tells one how to behave within the boundaries to be
successful.
◍ Paradigm shift.
Answer: -a fundamental change in approach or underlying assumptions; new
challenges and required ways of thinking -James Brain Quinn: "intellectual
enterprise;" org of enterprises will depend more on develop/deployment of
INTELLECTUAL resources then management of PHYSICAL assets
◍ Dimensions of Management.
Answer: Technical, conceptual, and human
◍ Douglas McGregor Theory X.
Answer: -Managers may believe employees were lazy and only interested in
money, happiness=high performance.
◍ Douglas McGregor: Theory Y.
Answer: Belief that people are intrinsically motivated to work. Includes a
great deal of participation of staff. Minimal control and direction by
management.-Theory Y is more for today's organizations.
◍ Jeff Pfeffer: One-eighth situation.
Answer: -Half of today's managers believe in the importance of the human
side of enterprise and that people are the competitive advantage within
organizations. -But only half of those managers believe to do something
about it=1/4.**HPWP=high performance work practices**3 Its: it, do it, and
stick with it
◍ Pfeffer and Sutton: 5 sources preventing management from effective
implementation & sustainability.
Answer: 1-Hollow Talk 2-Debilitating fear 3-Destructive internal
competition 4-Poorly designed and complex management systems
5-Mindless reliance on precedent
◍ Evidence-based Management.
, Answer: -Bridging theory/research-practice gap (practice &
academic)-"Knowing-Doing Gap-" Pfeffer & Sutton*Practitioners have not
had time/desire to translate academic research, and academic have not had
time/desire to write for practitioners (translate research.) "Practitioners must
taken on "Practitioner-Scientist role" Academics must assume
"Scientist-Practitioner" role
◍ EBM: Denise Rousseau--> Kurt Lewin.
Answer: "Translating principles based on best evidence into organizational
practices." -Lewin stated: "no action without research, no research without
action" *Starting point is taking on "Practitioner-Scientist" role
◍ Hawthorne Studies: History/Illumination Studies-Initial phase.
Answer: -Initial studies attempted to examine relationship between light
intensity on shop floor of manual work sites and employee
productivity--leading to conclusion that the "complex human variable" was
contributing to change in productivity=SERENDIPTOUS DISCOVERY!!
◍ Hawthorne Studies: History/Illumination Studies-Subsequent phases.
Answer: -Relay room: production continually increased by positive relay
assemblers -Bank wiring room; blatant restriction of output by disgruntled
workers
◍ Hawthorne Studies: Implications.
Answer: -Questionnaire to on subjects preference for working in test room:
1. Small Group 2. Type of supervision 3.Earnings 4. Novelty of the situation
5. Interest in the experiment 6. Attention received in the test room -4,5&6:
associated with "Hawthorne Effect"
◍ Organizational Behavior Approach.
Answer: Employees are complex, and theoretical understanding supported
by research is needed before applications are made to manage employees
◍ One-eighth Situation.
Answer: Only 1/8 of organizations buy into importance and value of human
resources, incorporate high performance work practices, and stick with these
SCRIPT 2026 QUESTIONS WITH
SOLUTIONS GRADED A+
◍ Major Issues facing contemporary organizations.
Answer: -Understanding global competition & diversity -Trying to solve
ethical problems/dilemmas **The managing of people/HR within an
organization will be the major challenge
◍ Environmental/Contextual dimensions for organizational behavior.
Answer: Globalization, diversity, and ethics Sam Walton: "People are the
key!" In other words, people cannot be copied.
◍ Human Capital.
Answer: -First considered the "cost" within companies. -WHAT YOU
KNOW: education, experience, and skills
◍ Paradigm.
Answer: a model; an example
◍ Theory X.
Answer: assumes that workers are basically lazy, error-prone, and
extrinsically motivated by money and, thus, should be directed from above.
◍ Social Capital.
Answer: -WHO YOU KNOW: networks, connections, and friends
◍ Positive psychological capital.
Answer: -WHO YOU ARE IN TERMS OF: confidence, hope, optimism,
resiliency, and who you can become (authentic self)
◍ Paradigm.
Answer: -from Greek "paradeigma;" meaning model, pattern or
, example.-Thomas Kuhn: broad model, framework, way of thinking, or a
scheme for understanding reality -Joel Barker: establishes the rules, defines
the boundaries, and tells one how to behave within the boundaries to be
successful.
◍ Paradigm shift.
Answer: -a fundamental change in approach or underlying assumptions; new
challenges and required ways of thinking -James Brain Quinn: "intellectual
enterprise;" org of enterprises will depend more on develop/deployment of
INTELLECTUAL resources then management of PHYSICAL assets
◍ Dimensions of Management.
Answer: Technical, conceptual, and human
◍ Douglas McGregor Theory X.
Answer: -Managers may believe employees were lazy and only interested in
money, happiness=high performance.
◍ Douglas McGregor: Theory Y.
Answer: Belief that people are intrinsically motivated to work. Includes a
great deal of participation of staff. Minimal control and direction by
management.-Theory Y is more for today's organizations.
◍ Jeff Pfeffer: One-eighth situation.
Answer: -Half of today's managers believe in the importance of the human
side of enterprise and that people are the competitive advantage within
organizations. -But only half of those managers believe to do something
about it=1/4.**HPWP=high performance work practices**3 Its: it, do it, and
stick with it
◍ Pfeffer and Sutton: 5 sources preventing management from effective
implementation & sustainability.
Answer: 1-Hollow Talk 2-Debilitating fear 3-Destructive internal
competition 4-Poorly designed and complex management systems
5-Mindless reliance on precedent
◍ Evidence-based Management.
, Answer: -Bridging theory/research-practice gap (practice &
academic)-"Knowing-Doing Gap-" Pfeffer & Sutton*Practitioners have not
had time/desire to translate academic research, and academic have not had
time/desire to write for practitioners (translate research.) "Practitioners must
taken on "Practitioner-Scientist role" Academics must assume
"Scientist-Practitioner" role
◍ EBM: Denise Rousseau--> Kurt Lewin.
Answer: "Translating principles based on best evidence into organizational
practices." -Lewin stated: "no action without research, no research without
action" *Starting point is taking on "Practitioner-Scientist" role
◍ Hawthorne Studies: History/Illumination Studies-Initial phase.
Answer: -Initial studies attempted to examine relationship between light
intensity on shop floor of manual work sites and employee
productivity--leading to conclusion that the "complex human variable" was
contributing to change in productivity=SERENDIPTOUS DISCOVERY!!
◍ Hawthorne Studies: History/Illumination Studies-Subsequent phases.
Answer: -Relay room: production continually increased by positive relay
assemblers -Bank wiring room; blatant restriction of output by disgruntled
workers
◍ Hawthorne Studies: Implications.
Answer: -Questionnaire to on subjects preference for working in test room:
1. Small Group 2. Type of supervision 3.Earnings 4. Novelty of the situation
5. Interest in the experiment 6. Attention received in the test room -4,5&6:
associated with "Hawthorne Effect"
◍ Organizational Behavior Approach.
Answer: Employees are complex, and theoretical understanding supported
by research is needed before applications are made to manage employees
◍ One-eighth Situation.
Answer: Only 1/8 of organizations buy into importance and value of human
resources, incorporate high performance work practices, and stick with these
