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Learning How To Influence Others: A Training Module And Experiential Exercise, Lindsey A. Gibson, Carolyn I. Chavez
Learning How To Influence Others: A Training Module And Experiential Exercise, Lindsey A. Gibson, Carolyn I. Chavez
Organization Management Journal
Effective leaders in the 21st century must be able to elicit desired changes through one-on-one dialogues, in small groups, and through speeches as well as other communication channels directed at broader audiences. Unfortunately, knowledge about influence tactics does not necessarily translate into effective usage. Therefore, we developed a training module and experiential exercise that provide participants, as influence agents, practice using 11 proactive influence tactics. The module also provides participants, as targets, practice in identifying uses of the tactics in various real-life situations. The authors developed training materials and instructions to help participants gain a deeper understanding of the influence …
Revealing Gender Bias: An Experiential Exercise, Linda M. Dunn-Jensen, Scott Jensen, Mikelle A. Calhoun, Katherine C. Ryan
Revealing Gender Bias: An Experiential Exercise, Linda M. Dunn-Jensen, Scott Jensen, Mikelle A. Calhoun, Katherine C. Ryan
Organization Management Journal
Stereotyping and biases continue to be a problem in many facets of society. Understanding how biases may affect recruitment and retention of employees has become a priority issue for companies, not only from an image perspective but also from a firm performance perspective, since both research and industry experience have shown that diverse teams generate better results. The need to address these issues, particularly with students who will become leaders in organizations, remains a priority in business education. In this article, we present an experiential activity that management instructors can use to help students understand and appreciate the reality and …
Most Admired Leader/Most Admired Follower, Susan D. Baker, Erica L. Anthony, Susan A. Stites-Doe
Most Admired Leader/Most Admired Follower, Susan D. Baker, Erica L. Anthony, Susan A. Stites-Doe
Organization Management Journal
In introducing concepts of leadership and followership to students, this experiential exercise highlights qualities associated with the leader and follower roles. Various learning objectives guide the development of the exercise. They focus on identification of behavioral qualities possessed by both leaders and followers and on the importance of the leader-follower relationship to the organization’s achievement of goals. Theoretical underpinnings are stressed throughout. In the exercise, students individually develop a list of characteristics associated with their own most admired leader or follower and then share their lists in small groups. In plenary discussion, groups share all characteristics identified, and the instructor …
Jenny Jan’S Dilemma: Applying The Principles Of Resource Dependence Theory To Vendor Selection Negotiations, Pamela G. Schwalb, Rose M. Leavitt, John E. Barbuto Jr., Michele Millard, Robbe Peetz
Jenny Jan’S Dilemma: Applying The Principles Of Resource Dependence Theory To Vendor Selection Negotiations, Pamela G. Schwalb, Rose M. Leavitt, John E. Barbuto Jr., Michele Millard, Robbe Peetz
Organization Management Journal
This paper describes an original exercise developed to apply resource dependence theory (RDT) in an interesting and educational series of role plays. The exercise creates simulated negotiations between a fast-food sandwich shop and various supply vendors, where student actors representing these entities experience the dynamics between dependence and power. Complete theoretical background on RDT is followed by step-by-step instructions and processing information. Pre- and post-assessments, student reactions, and a photo-ready hand-out of the activity are also provided.
Aquarius Advertising Revisited: A Case Becomes An Experience, Kristen Backhaus
Aquarius Advertising Revisited: A Case Becomes An Experience, Kristen Backhaus
Organization Management Journal
This experiential exercise is based on a traditional organization theory case related to structural contingency theory. The exercise provides a means by which students can play the role of advertising agency professionals and their clients. The objectives of the exercise are to demonstrate structural contingency theory; to illustrate the relationship between contextual factors in an organization’s environment and its internal organization design; to demonstrate the effects of structural deficiency on communication and project completion in a creative organization; and to demonstrate the need for horizontal linkages for effective project completion. The exercise is appropriate for both undergraduate and graduate students.
Mood, Emotion, And Affect In Group Performance: An Experiential Exercise, Carolyn I. Chavez, Maria J. Mendez
Mood, Emotion, And Affect In Group Performance: An Experiential Exercise, Carolyn I. Chavez, Maria J. Mendez
Organization Management Journal
One path to the successful transference of knowledge is through linking concepts to students’ experience. To provide this connection, we used an experiential methodology to design an exercise called mood, emotion, and affect in group performance. This exercise provides learners with an opportunity to experience, in addition to hearing and reading about, the effects of positive and negative dispositions on a group task. We describe the design and mechanics of the exercise with practical reflections from the use of the exercise in many different environments. The paper ends with end-of-the semester student comments and instructor reflections.
Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge
Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge
Organization Management Journal
This experiential exercise addresses a complex and many faceted problem in organizational psychology that is sometimes referred to as false consciousness. By bringing the subconscious into focus, we learn how we got where we are, and more importantly, we learn that while our environment may affect our beliefs, attitudes, and behaviors, we are in no way helpless pawns of our socialization. The exercise is a fun house of mirrors, providing opportunities to address myriad organizational behavior issues. We explore how much of our current behaviors are due to socialization, conscious thought, and context. We investigate intended versus actual behaviors, our …
Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge
Discovering The Enemy Within: An Exercise In Unintended Thought, Carolyn I. Chavez, Yiling Ge
Organization Management Journal
This experiential exercise addresses a complex and many faceted problem in organizational psychology that is sometimes referred to as false consciousness. By bringing the subconscious into focus, we learn how we got where we are, and more importantly, we learn that while our environment may affect our beliefs, attitudes, and behaviors, we are in no way helpless pawns of our socialization. The exercise is a fun house of mirrors, providing opportunities to address myriad organizational behavior issues. We explore how much of our current behaviors are due to socialization, conscious thought, and context. We investigate intended versus actual behaviors, our …