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Tracey Lore started a new job with Trianga Construction. Based on her interview with the COO, Tracey thought the job would be fast-paced and involve lots of outdoor work. Tracey quit after three months because she spent all her time in the office working on mundane tasks. This appears to be a situation where:

Sukhman consistently chooses the ultimate alternative after identifying criteria and allocating weights to every alternative. This is known as ______________ decision making.

Staff at Dragonista Landmarks are very cordial and greet all visitors with a hearty “Hello”. In organizational culture, this practice would be considered:

Jamie recently transferred to the software sales team. Tasks are unfamiliar, and she is asking many questions of her direct supervisor and coworkers. After two weeks, Jamie is openly discouraged, and her supervisor called Jamie into the office for a talk. The supervisor’s key message to Jamie was to stick with the new job because it takes about three months to get comfortable. Jamie’s supervisor has confidence in her and noted several things that Jamie is doing well. The supervisor also assured Jamie that she should come to ask her questions anytime. The supervisor’s talk with her renewed Jamie’s motivation to do good work. What type of motivator is working for Jamie at this time?

Jaycee set up a government department ten years ago and has just returned. None of the original staff remain in the department. However, a member of Jaycee’s team notes that the department follows a specific process because it is a requirement defined at the time of formation. Jaycee knows that this is not true! In organizational culture, the staff member’s rationale would be considered:

Sam was very impressed and drawn to the new supervisor, who had a way of making Sam feel special and important, so Sam was happy to do what was asked of him. Sam thought, “I sure wish I had that much ______________.”

Torta Muffins Inc. provides a balanced description of the company for job applicants. Team members (not managers) describe the good and not-so-good aspects of the company. This is an example of:

Mary works as a receptionist at a large law firm. Most of the lawyers have their own secretaries and voicemail, so she doesn’t take messages. After installing the voicemail system, the law firm didn’t have a receptionist for several months. The managing partner received complaints from some elderly clients who didn’t like the complex instructions and wanted a human receptionist. The managing partner hired Mary and gave her written instructions on what to do if a caller doesn’t ask to speak to a particular lawyer. For example, if the client says “I had an accident”, the call should be forwarded to Ms. Johnson or Mr. Harman. If the client says “I am in jail”, the call should be forwarded to Mr. Wilson, Ms. Inchira, or Mr. Wu. Mary also greets clients when they come to the office and ask which lawyer they want to see. Then she calls the office, and the lawyer of her/her secretary comes to the reception area and meets the client. Mary has:

Angelina feels that her cubicle neighbour, Lindsay, talks loudly on the phone, but in other ways, she is a great neighbour. Angelina gets annoyed every time Lindsay’s phone rings, but she has decided it’s simply not worth the trouble to talk to her. Angelina’s conflict-handling intention is called ______________.

Managers at a pulp mill thought they could use job design to make work more interesting and reduce the likelihood of repetitive strain injuries. So, they instituted a new program where workers would move from one job to another each week. What approach does this reflect?