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I have attached pictures of the questions. Please read carefully and answer the Organizational behavior discussion questions. Each discussion post has to be one page long and well written. use citations more often while answering your questions, at least 2 references for each discussion posts. Each post has to be by itsel

Ethical Dilemma The Case of the Overly Assertive Employee
In this chapter, we learned about several conflict-handling intentions. Each of these intentions involved
two dimension-assertiveness (the degree to which one party attempts to satisfy his or her own con-
cerns) and cooperativeness (the degree to which one party attempts to satisfy the other party’s con-
cerns). Consider these dimensions, and then put yourself in the shoes of the manager described below.
Tom is a manager at a small copy supply firm. Their marketing team consists mainly of two employees:
Janna and Kim. Kim is incredibly assertive, while Janna is incredibly cooperative. Though you are their
manager, they sometimes have the discretion to negotiate with each other over who is responsible for
which task in a project. You notice that Janna seems always to do the most tedious, unpleasant tasks.
When you’ve asked Janna in the past if she is happy with what she contributes to projects, she meekly
replies, “I don’t mind. I don’t want to make any waves.”
You sense that Janna is unhappy but also scared of a confrontation with Kim. Kim is getting more recog-
nition and compliments from the CEO because she does high-profile work. You know this pu Janna at a
disadvantage in her career. On the other hand, Kim is overly assertive. You know that if you ask her to be
more cooperative, it could cause more conflict in the office.
As we learned about relationship conflict, it’s almost never beneficial. Yes, it may be unfair to Janna, but
you don’t want to disrupt the team by bringing conflict into the office. You also know that conflict tends
to spread in the office-if Kim and Janna are at odds with each other, it may distract people on other
14-7. If Tom does nothing, is that ethical? Does he have a responsibility to Janna to make sure
concerns are addressed?
14-8. In this chapter, you learned about mediators, arbitrators, and conciliators. Is it possible fo
Tom to act in one of these roles? Why or why not?
14-9. If Tom does nothing in this situation, how do you think the situation between Janna and Kim
will play out? Do you think there will be problems with conflict?
p. 501
Ethical Dilemma Sexual Harassment and Office Romances
In this chapter, we talked about sexual harassment and how uneven power dynamics can contribute
sexual harassment. Sexual harassment often occurs because one employee, such as a supervisor, ca
use his or her control of resources to reward or coerce another employee into sexual behaviors. For
ample, when a manager asks a female subordinate to go on a date with him, the female subordinate
more likely to say yes because he has control over resources in the organization. If she declines his re-
quest, he could retaliate and withhold privileges from her.
p. 464
Many companies try to prevent sexual harassment by forbidding coworkers from dating. Some have
slightly softer rules. They forbid employees from dating their direct supervisors or coworkers in the same
department, presumably so that employees cannot use their power to perpetrate sexual harassment.
These less stringent policies do not account for informal power that may exist in organizations. An em-
ployee can be in a junior position and still be able withhold access to resources, or this employee can
have enough political skill to harm another employee’s career.
On the other hand, it may be impractical to try to enforce a policy against office romances. Modern
Americans spend one-third of their lives working, so it’s likely that an employee will meet a mate at the
office. According to a 2015 survey by Careerbuilder.com, over one-third of employees have dated a co-
worker. Many of these romances involved a power difference as well: 15 percent admitted that they’d
dated a supervisor.
Is it worth discouraging office romances? The same survey revealed that almost one-third of office rela-
tionships resulted in marriage. And what should you do if Cupid’s arrow strikes you in the breakroom?
National workplace expert Lynn Taylor has this advice, “Policy or no policy, love happens. So in the ab-
sence of written rules… there’s one common barometer: your common sense.”
13-11. Do you think offices should include rules about office romances in their sexual harassment
policies? Why or why not?
13-12. Is it ever okay for a supervisor to date a subordinate? What if someone becomes their ro-
mantic partner’s supervisor after the relationship was already initiated?
13-13. Why might 36 percent of the survey respondents say that they hid their romantic relation-
ships from coworkers? How does this relate to what we learned about office gossip in Chapter

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