Mata Kuliah : Organization Behavior

Dosen : Dr. Doddy Adhimursandi, MM

Kelas : Magister Manajemen Universitas Mulawarman

2019
Ketentuan Tugas Ujian:

1. Tugas Ujian ditulis tangan di kertas A4 dan tinta warna hitam kemudian
di scan dan di upload ke google
2. Jangka waktu pengumpulan Ujian 1 minggu sejak diterima
3. Jawaban dari setiap pertanyaan silahkan dijawab menggunakan bahasa
Indonesia/English
4. Kode kelas Google: 75y96zo
 Communication
BYOD
“What’s your cell phone number? Good, I’ll call you about
the meeting.” If you’re like many people in the world who
have used a smartphone for years, or one of the 1.3 billion
people who bought one recently, chances are you’ve used
it for work. In fact, your employer may have even invited—
or asked—you to use your smartphone, tablet, or laptop in
your job. Such is the bring-your-own-device (BYOD) trend,
which started out of friendly convenience but now carries
major ethical issues. For instance:
• Did you know your employer can wipe your personal
devices clean? Remotely? With no warning? It hap-
pens, and not just at the 21 percent of organizations
that erase devices when employees are terminated.
Any time an organization has a privacy concern,
it may wipe all devices clean to prevent a further
breach of its cyber-defenses. Health-care consultant
Michael Irvin lost his personal e-mail accounts, apps,
music, contacts, and photos suddenly one day, leav-
ing his multi-use iPhone “like it came straight from
the factory.” Another individual lost pictures of a
relative who had died.
• Is your device part of your employment contract, either
explicitly or by understanding? If so, who pays for the
device? Well, you did, and you continue to pay for
the service. If the device breaks, then . . . who pays for
the replacement device? Can you lose your job if you
can’t afford the device and service?
• Can you use your device for all work-related communi-
cations? The cloud has brought opportunities for
people to send classified work information anywhere,
anytime. Organizations are concerned about what
social media, collaboration, and file-sharing applica-
tions are in use, which is fair, but some policies can
limit how you use your own device.
• Once you use your personal device for work, where are the
boundaries between work and home life? Research indi-
cates that intensive smartphone users, for instance,
need to disengage in their off-hours to prevent work–
home stress and burnout. Yet not everyone can do
this even if they are allowed to; research indicated
a significant proportion of smartphone users felt
pressured to access their devices around the clock,
whether or not that pressure was warranted.
The clear dilemma for employees is whether to
acknowledge you own a smart device, and whether to offer
its use for your employer’s convenience. Put that way, it
seems obvious to say no (why would you risk possibly later
losing everything to a corporate swipe?), but the conve-
nience of carrying one phone is for you as well. However,
some people think it’s just better to carry two phones—one
for work, another for personal use. Attorney Luke Cocalis
tried it and concluded, “It frankly keeps me saner.”
Questions
1. Do you use your smartphone or other personal
devices for work? If so, do you think this adds
to your stress level or helps you by providing
convenience?
2. Cocalis likes the two-phone lifestyle and says his
boss has his personal phone number only for
emergencies. But assistant talent manager Chloe
Ifshin reports it doesn’t work so well in practice.
“I have friends who are clients and clients who
are friends,” she says, so work contacts end up on
her personal phone and friends call her work
phone. How does this consideration affect your
thinking about BYOD?
3. Organizations are taking steps to protect them-selves
from what employees might be doing on their BYOD
devices through allowing only
approved computer programs and stricter policies,
but no federal regulations protect employees from
these. What ethical initiatives might organizations
adopt to make this situation fair for everyone?
 Communication
Communication
Communication
Communication
14
Contested Resources Scenario
14
The marketing and engineering departments are locked in a
struggle for power. Your side (either marketing or engineer-
ing) should try to direct the largest possible proportion of
Negotiation
both money and authority toward your proposed program.
Negotiation
You still need to come up with a solution in which the other
side ultimately agrees to assist you in implementing the pro-
gram. If you can’t reach an agreement for shared resources,
the CEO will appoint new directors for both groups.
Combined Future Scenario
The marketing and engineering departments are eager to
find a positive solution. Both sides should endeavor to see
that the company’s future needs are met. You know that to
achieve success everyone needs to work together, so you’d
like to find a way to divide the money and resources that
benefits both marketing and engineering. Plans can incor-
porate multiple techniques for sharing and collaborating
with resources.
Conflict and Negoitation
The Lowball Applicant
Consider this first-person account:
I am a human resource manager, so I interview people
every day. Sometimes the managers in my company ask me
to prescreen candidates, which I do after discussing the job
at length with the manager. I usually start the candidate
screening with a few personality–job fit tests; then conduct
an interview, following a list of job-specific questions the
manager has given me; and finally discuss the job require-
ments, our company, and the pay/benefits. By that time in
the process, the candidate usually has a good idea of the
job and is eager to suggest a level of pay at the top of the
advertised bracket or, often, above the pay bracket. How-
ever, this isn’t always the case. One time in particular, an ex-
cellent candidate with outstanding qualifications surprised
me by saying that since she wanted flextime, she would ac-
cept a rate below the pay bracket. Confused, I  asked her
whether she wanted a reduction in hours below full-time.
She said no, she expected to work full-time and only wanted
to come in a little late and would leave a little late to make
up the time. I guess she figured this was a concession worth
slashing her salary for, but our company has flextime. In
fact, she could have asked for 5 fewer hours per week, still
have been considered full-time by our company policies,
and negotiated for salary above the advertised pay grade.
case inciDent 1 Disorderly Conduct
The sound of Matt and Peter’s arguing is familiar to everyone
in the office by now. In an effort to make the best use of space
and ensure a free flow of discussion and ideas, the founder
of Markay Design had decided to convert the one-floor office
Conflict and Negotiation CHAPTER 14 523
The Negotiation
At the start of the negotiation, the instructor randomly as-
signs half the groups to the contested resources scenario,
and the other half to the combined future scenario. Begin
the process by outlining the goals and resources for your
side of the negotiation. Then negotiate over the terms
described in your scenario, attempting to advocate for a
solution that matches your perspective.
Debriefing
Afterward, get the class together to discuss the processes
used. Especially consider the differences in outcomes
between the contested resources and combined future
scenarios. Either scenario could arise in a real work en-
vironment, so think about how different negotiation
situations give rise to different strategies, tactics, and
outcomes.
I knew the manager would be highly interested in this
candidate and that he could probably get her to work
the longer full-time hours at a lower rate of pay. That
outcome might be best for the company, or it might
not. The candidate obviously didn’t fully understand the
company policies in her favor, and she was unsophisti-
cated about her worth in the marketplace. What should
I have done?
Questions
1. If the human resource manager coached the
applicant to request a higher salary, did the
coaching work against the interests of the orga-
nization? Was the responsibility of the human
resource (HR) manager to put the organization’s
financial interests first?
2. What do you see as the potential downside of the
HR manager’s abstaining from discussing the pay
issue further with the candidate?
3. If the candidate were hired at the reduced rate she
proposed, how might the situation play out over
the next year when she gets to know the organiza-
tion and its pay standards better?
of the company to an open plan with no walls between work-
ers. The goal of such a layout is to eliminate boundaries and
enhance creativity. But for Matt and Peter, the new arrange-
ment creates a growing sense of tension.