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Organizational behavior - Osborn R.N.

Osborn R.N. Organizational behavior - Wiley publishing , 2002. - 371 p.
ISBN 0-471-42063-8
Download (direct link): organization2002.pdf
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It was now week five into the semester, and Christine was deep in thought about the OB assignment. She had called everyone to arrange a meeting for a time that would suit them all but seemed to be running into a roadblock. Mike couldn’t make it, saying that he was working that night as a member of the campus security force. In fact, he seemed to miss most meetings and would send in brief notes to Christine, which she was supposed to discuss for him at the group meetings. She wondered how to deal with this. She also remembered the incident last week. Just before class started, Diane, Janet, Steve, and herself were joking with one another before class. They were laughing and enjoying themselves before Sandra came in. No one noticed that Mike had slipped in very quietly and had unobtrusively taken his seat.
She recalled the cafeteria incident. Two weeks ago, she had gone
to the cafeteria to grab something to eat. She had rushed to her accounting class and had skipped breakfast. When she got her club sandwich and headed to the tables, she saw her OB group and joined them. The discussion was light and enjoyable as it always was when they met informally. Mike had come in. He’d approached their table. “You guys didn’t say you were having a group meeting,” he blurted. Christine was taken aback.
“We just happened to run into each other. Why not join us?”
“Mike looked at them, with a noncommittal glance. Yah . . . right,” he muttered, and walked away.
Sandra Thiel had frequently told them that if there were problems in the group, the members should make an effort to deal with them first. If the problems could not be resolved, she had said that they should come to her. Mike seemed so distant, despite the apparent camaraderie of the first meeting.
An hour had passed, bringing the time to 3 p.m., and Christine found herself biting the tip of her pencil. The written case analysis was due next week. All the others had done their designated sections, but Mike had just handed in some
rough handwritten notes. He had called Christine the week before, telling her that in addition to his course and his job, he was having problems with his girlfriend. Christine empathized with him. Yet, this was a group project! Besides, the final mark would be peer evaluated. This meant that whatever mark Sandra gave them could be lowered or raised, depending on the group’s opinion about the value of the contribution of each member. She was definitely worried. She knew that Mike had creative ideas that could help to raise the overall mark. She was also concerned for him. As she listened to the music in the background, she wondered what she should do.
Review Questions
1. How could an understanding of the stages of group development assist Christine in leadership situations such as this one?
2. What should Christine understand about individual membership in groups in order to build group processes that are supportive of her work group’s performance?
3. Is Christine an effective group leader in this case? Why or why not. ?
Association for Stock Car Auto Racing (NASCAR). The NASCAR Winston Cup Series—its premier league with 34 events at 22 U.S. tracks—kicks off February 7 at Daytona International Speedway and runs through November 21 with the NAPA 500 at Atlanta Motor Speedway in Atlanta.1
The Daytona, Florida-based France family owns NASCAR, making it the only family-owned professional league in the United States. In 1998, NASCAR attracted 11 million fans to race tracks and another 252 million to watch races on television.2 Attendance at NASCAR races has jumped 80 percent since 1990 and the league’s television ratings placed second in 1998 behind the NFL in sports programming. Drivers are involved in seven cable network shows and three syndicated radio shows each week. NASCAR’s official Web site, at, is ranked among the five most popular sites on the Internet, receiving 35 million hits each week.3
Celebrating its 50th anniversary in 1998, NASCAR has become a marketing powerhouse, with races, merchandise, collectibles, apparel, and co-marketing tie-ins. The Coca-Cola Co. placed images of NASCAR racing teams and drivers on 30 million soda bottles in 1998. It was the biggest promotion the soft drink company had ever done and, the company said that it sold more bottles than its annual favorite starring Santa Claus. NASCAR-licensed products generated more than $900 million in sales in 1998, up from $80 million in 1990, for licensees in 150 categories, including apparel, gifts, accessories, toys and collectibles.4
The race cars themselves have been described by some as “200 mile-per-hour billboards.” As an
NASCAR's Racing Teams
Developed by David S. Chappell, Ohio University
When asked to name the fastest growing American team sport, most people respond with basketball, baseball, football, or soccer. However, that distinction, based on total spectator audience, goes to stock car racing. The largest stock car racing group in the world is the National
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