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Contents
Video Segment / Chapter Correlation Matrix
1 Managing People in Organizations
2 Managing Global and Workforce Diversity
3 Foundations of Human Behavior (Ethics)
4 Motivation in Organizations
4a Motivating for Success at World Book International
5 Teams and Group Dynamics
6 Leadership
7 Decision Making
8 Organization Structure and Design
9 Organization Culture
10 Organization Change and Development



Video Segment /Chapter Correlation Matrix
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	Video Segment
Chapter	1	2	3	4	4A	5	6	7	8	9	10
1
2	X		0	0					0	0
3		X	0		0	0		0		0	X
4			X	0
5				X	X					0
6				X	X
7			0	0		0
8	0				0	0	0		0	0
9	0			0
10	0						0			0	0
11						X				0	0
12	0					X
13							X			0
14			0			0	X			0
15	0	0	0			0		X
16									X	0
17									X	0
18		0	0				0			X	X
19	0	0				0		0	0		X

Legend:
X Primary Topic(s)
0  Secondary Topic(s)

Segment 1: Managing People in Organizations
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Running Time: 14:28

Description
This video segment begins by outlining the four essential functions of management. It then goes on to give a brief description of the responsibilities of top, middle, and first-line management. The second part closely examines the role of top management and its responsibilities. The purpose of mission statements is explained and Southwest Airlines’ mission statement is described. The next section discusses the responsibilities of middle managers and gives examples of the types of middle managers. The video segment concludes with an examination of a typical day in the life of a Southwest Airlines service representative.

Chapter Integration
Primary: 2
Secondary: 8, 9, 10, 12, 15, 19

Recommended Use
This video segment is best used early in the course to introduce students to or to refresh their knowledge of the four basic functions of management and to set the stage for introducing organizational behavior topics that are affected by managerial decisions and actions.

Suggested Discussion Questions:

1. Which of the four functions of management do you think are the most difficult to master? Which is the easiest? Which one relates most strongly to organizational behavior?
2. How would you measure the importance of the mission statement to the success of a company? What is the relationship of top management’s vision to the mission statement?
3. If the only information you had about Southwest Airlines was its mission statement, what could you conclude about the company’s beliefs about customer serve and employees?
4. What does Southwest Airlines consider the key to satisfied customers?

Segment 2: Managing Global and Workforce Diversity
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Running Time: 7:58

Description
This video focuses on several key facets of global business. First, economic conditions and social factors that are creating a single dynamic global marketplace are explained. Second, the video looks at how such global business issues as regional demographic trends, trade agreements, sourcing of supplies, and the selling of products in other countries have affected the concepts of comparative advantage and absolute advantage. The last section of the video segment explores the cultural diversity of the United States and how workforce diversity gives Texas Instruments a competitive edge in the global marketplace.

Chapter Integration
Primary: 3
Secondary: 15, 18, 19

Recommended Use
This segment works well as a bridge from Part 1 into the rest of the textbook. The broader issues considered in this segment are revisited throughout the text in the World View and Working with Diversity boxes in several chapters.

Suggested Discussion Questions:

1. 1. Is global competition always a good thing? When is it? When is it not?
2. What is the difference between comparative advantage and absolute advantage? Which one is becoming less of a competitive advantage in the global marketplace?
3. What global trend is most likely to have the greatest impact on you personally in the near-term? Which trend over the long-term?
4. Assume that you are currently employed at Texas Instruments. If another employee were to be promoted ahead of you in order for the company to meet its diversity goals, how would that affect your attitude towards the concept of diversity in the workplace?

Segment 3: Foundations of Human Behavior (Ethics)
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Running Time: 7:02

Description
This video segment examines how businesses have come to play a key role in addressing difficult societal problems through the implementation of social responsibility programs. Although there are always bottom-line issues that cannot be overlooked, today’s managers must be keenly aware that their companies can put at risk their relationships with customers, employees, and communities if they fail to foster and practice social responsibility.

Chapter Integration
Primary: 4
Secondary: 2, 3, 7, 14, 15, 18

Recommended Use
This video segment reinforces the societal context and impact of business activities. Showing this segment as a lead-in to a discussion of The Business of Ethics box, "When Is a Volunteer Really a Volunteer?" in Chapter 4 should create a lively discussion of the propriety and extent of the role of business in solving pressing social problems.

Suggested Discussion Questions:

1. Should businesses be made responsible for solving societal problems that they have not had a direct hand in creating? Why? Why not?
2. Name a specific social or ethical problem that businesses have created. Was this problem the result of an intentional act or was it a by-product of the competitive nature of business?
3. After the video was produced, Home Depot settled a class action suit for gender discrimination by female employees who charged that they were paid less and promoted less often than their male counterparts. How could this have happened at such a socially responsible company as Home Depot? (Home Depot instituted a formal communication system for employees who want to be considered for promotion.)
4. Assume that you are a senior manager at Home Depot. How would you respond to your grandmother if she complained to you that the dividends from Home Depot stock she owns have decreased and now she can no longer pay for her heart drugs. She is well aware that Home Depot is contributing more than ten million dollars each year to charitable projects.

Segment 4: Motivation in Organizations
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Running Time: 11:25

Description
This first part of this video deals with job satisfaction, explaining the various personal factors that influence job satisfaction as well as outlining the benefits that companies gain from providing job satisfaction to their employees. In taking a closer look at the relationship between job satisfaction and employee motivation, factors are considered that can strongly influence job expectations and steps that companies can take to increase employee job satisfaction. The segment concludes with an exploration of how the managers of a small medical supply company are striving to motivate and provide job satisfaction for their employees.

Chapter Integration
Primary: 5, 6
Secondary: 2, 4, 7, 9

Recommended Use
This video segment works well as an introduction to needs-based and process-based theories of motivation. Combining the video segment with either or both of the Experiencing Organizational Behavior Skills exercises in Chapters 5 and 6 will allow students to apply the theories of motivation to their own needs and motives and recognize the value and complexity of the theories.

Suggested Discussion Questions:

1. At the top of Maslow’s hierarchy of needs is self-actualization. What is self-actualization?
2. Assuming that the economy will continue to be healthy, what would be ways (other than pay) in which employers could meet employee expectations in the future?
3. How do rising employee expectations affect job satisfaction?
4. Assume you are a manager for a small start-up company and you have virtually no spare financial resources to spend to change your firm’s working environment. What could you do to increase employee job satisfaction?

Segment 4A: Motivating for Success at World Book International
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Running Time: 11:07

Description
This video segment shows how World Book International uses recognition to motivate its sales people around the world. It uses recognition (incorporating Maslow’s hierarchy of needs) as well as other techniques and practices derived from equity theory and expectancy theory to motivate employee performance in a real-world situation.

Chapter Integration
Primary: 5, 6
Secondary: 3, 8

Recommended Use
This video segment presents needs-based and process-based theories and concepts of motivation in a real-world context. Contrasting the video segment with the Chapter 5 World View box, "Different Culture, Different Needs" will provide material for a class discussion about cultural differences and the applicability of motivational theories in other cultures.

Suggested Discussion Questions:

1. What motivation theories apply to the ways World Book International motivates its people?
2. How have World Book’s approaches to motivation been modified or adapted for sales people around the world?
3. Is World Book’s focus on motivating individual achievement a form of cultural imperialism?
4. 4. How do the need-based and process-based theories of motivation account for the effect of culture on motivation?

Segment 5: Teams and Group Dynamics
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Running Time: 9:57

Description
In the first half of this video segment, a minority female entrepreneur’s struggle to survive in the commercial construction business in Austin, Texas is profiled. The most critical component of her business is in maintaining effective teamwork among her construction managers and employees and motivating them to provide good service. By meeting all of her commitments on time, she has built trust among suppliers and subcontractors and enhanced her reputation. The second half of this video segment presents an overview of the successful cooperative partnership that has developed between Xerox and its primary union, the Amalgamated Clothing and Textile Workers (ACTW) as a result of the competitive crisis. Using a "study team" concept, management and the union were able to reach a contract agreement on long-term productivity objectives that returned the company to its world-class competitive position.

Chapter Integration
Primary: 11, 12
Secondary: 3, 7, 8, 14, 15, 19

Recommended Use
Using this video segment in conjunction with either or both of the Building Organizational Behavior Skills exercises in Chapters 11 and 12 will provide students with multiple viewpoints of the teamwork process and experiential exercises in working as group or team members.

Suggested Discussion Questions:

1. What organizational factors must be present in order for teamwork to develop successfully?
2. Which of Mary Guerrero-Pelzel’s personal characteristics would you cite as the one most responsible for her success?
3. Why did it take a severe competitive crisis to create the cooperative partnership between Xerox and the ACTW?
4. What is your opinion of the chances for the long-term success of the cooperative partnership between Xerox and the ACTW?

Segment 6: Leadership
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Running Time: 10:58

Description
This video describes entrepreneur Jay Goltz of Artist Frame Service and his view of leadership and management. He relates his beliefs about how a leader must have a vision or direction for the company, communicate that vision or direction to all employees, train them in what needs to be done, and motivate and inspire them by appealing to basic human needs and values. Although he had some natural leadership ability, he realized that he still needed to be trained in what leadership needs to do to be effective.

Chapter Integration
Primary: 13, 14
Secondary: 8, 10, 18

Recommended Use
This video segment describes several traits that researchers have identified as important to leadership, i.e., drive, motivation, honesty, integrity, self-confidence, cognitive ability, knowledge of business and charisma. Consider having students view the video and then complete the Building Organizational Behavior Skills exercise in Chapter 14, "Are You a Charismatic Leader?" Then use the suggested discussion questions to engage students in a discussion about leadership and its purpose in organizations.

Suggested Discussion Questions:

1. Is Jay Goltz a manager or a leader? Or both?
2. If what Jay Goltz says about leadership is true, then why do organizations sometimes choose managers who turn out to be failures as leaders?
3. Is Jay Goltz a charismatic leader? Why is charisma important?
4. If good leadership is critical to the success of organizations, why is teamwork in organizations such an important issue?

Segment 7: Decision Making
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Running Time: 4:42


Description
The material in the first part of this video segment deals with how businesses are created and the importance of properly allocating and managing a firm’s resources in competitive markets. Decisions made by customers in choosing the products or services of one firm over another’s and decisions made by managers about their firms have strong and long-lasting effects on the ability of a firm to make a profit and to survive and grow. The second part of this segment describes the cyclical ups and downs of the economy and how pricing, investing, employment, inventory, and other crucial business variables affect decision making in organizations.

Chapter Integration
Primary: 15
Secondary: 3, 19

Recommended Use
This video segment works well in combination with the Building Organizational Behavior Skills exercises in Chapter 15, "Rational Versus Practical Approaches to Decision Making."

Suggested Discussion Questions:

1. Given that many new firms fail to survive in the marketplace, does this mean that the managers of the failing firms are poor decision makers?
2. How are decisions usually made in organizations? Give an example of bounded rationality affecting a manager’s decision making process
3. Which is easier: making decisions or implementing them?
4. What can managers do to improve their decision-making skills?

Segment 8: Organization Structure and Design
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Running Time: 8:38

Description
This video segment begins by listing the four most common approaches to organizing a company, emphasizing that most companies change their organizational structure over time to respond to changes in size or objectives. The second part of the segment begins with a definition of a business organization, listing the steps businesses take to make sure they come up with the most effective organizational structure. It then goes on to describe the four most effective approaches a company can take to organize its people and resources. The third part of this segment focuses on General Mills, a company that organizes itself along product lines.

Chapter Integration
Primary: 16, 17
Secondary: 2, 8, 19

Recommended Use
Have students view this video segment before discussing either the Chapter 16 case, "Disney Reorganizes to Rebound" or the Chapter 17 case, "Microsoft Reorganizes and Reorganizes."

Suggested Discussion Questions:

1. If "structure follows strategy" is correct, why do some companies (e.g., Disney and Microsoft) have such difficulty reorganizing?
2. With the current trend toward global markets, which approach to creating an organizational structure will become predominant?
3. How does changing the structure of an organization create competitive advantage?
4. What would be likely to happen to the organizational structure of General Mills if its upper management decided to diversify into non-food product lines.

Segment 9: Organization Culture
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Running Time: 11:47

Description
This video segment first defines organization culture then describes the culture of three companies—UOP, Von Maur, and Alligator Records—to show how the three companies all have distinctly different cultures and yet all are quite successful. UOP is a science-based company in the petroleum industry. Its employees are trained and encouraged to be innovative, technically knowledgeable, and culturally adaptive in overseas assignments. As a high-end department store that emphasizes customer service, Von Maur has a high degree of respect for its employees and this, in turn, translates into superior employee performance in service to its customers. Alligator Music, a blues music record production company, is an example of how the culture of a company is strongly affected by its founder.

Chapter Integration
Primary: 18
Secondary: 2, 3, 5, 8, 10, 11, 13, 14, 16, 17

Recommended Use
Use this video segment as a lead-in to Chapter 18 and to fuel discussions about the importance of culture and its effects on organizational performance.

Suggested Discussion Questions:

1. How are the cultures of the three companies different? How are they similar?
2. How well do you think a UOP employee would fit in at one of the other two companies?
3. Which of these companies would you want to work for? Why?
4. If the general economy declines (assuming that harder economic times will affect all three companies), what will happen to the cultures of the three companies?

Segment 10: Organization Change and Development
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Running Time: 27:00

Description
This video segment provides an overview of the diversity initiatives of Advantica Restaurant Group, Inc. (parent company of Denny’s). The diversity initiatives are in response to a Justice Department investigation that substantiated the allegation of bias against blacks. Denny’s signed a consent decree that included a $46 million settlement for wrongdoing, a "civil rights monitor" to oversee operations and guard against racial discrimination, and posted an 800 number in stores for anyone to report discrimination. The video presents an example of how an organizational culture can be changed to deal with the ethical issue of discrimination.

Chapter Integration
Primary: 3, 18, 19
Secondary: 10, 11

Recommended Use
This video segment is appropriate for illustrating the process of implementing a cultural change (diversity) in an organization and the effects of the change on the organization. Once students have been introduced to the change and development topics in Chapters 18 and 19, viewing the video segment will help demonstrate how ethical issues can become intertwined in the culture of an organization and how proactive managerial actions can change an organization’s culture.

Suggested Discussion Questions:

1. What in Denny’s organizational culture created the opportunity for racial discrimination?
2. How would you evaluate the adequacy of Denny’s response to the Justice Department’s investigation of racial bias?
3. Has Denny’s truly incorporated diversity as a valued asset in its operations or has it merely set up a compliance program to meet the requirement of the consent decree?
4. What is the likelihood that Denny’s will have additional problems with bias and discrimination? (Denny’s still has problems. Have students search the Internet for information about Denny’s continuing problems with discrimination.)