...Case Study 1: The Case of the Wedding Ring After go through to the case of the wedding ring , the best decision making model that the women should choose is by using the behavioral decision making model where this women is preparing for a job interview. This behavioral decision making model is apply when she have a dilemma either she should or should not wear a diamond engagement ring. This woman really want the job however, she thinks that the company has a stereotype perception towards her marital status whereby married woman cannot give the commitment to do their work in the organization. Therefore, this women should used behavioral decision making model to make a decision because she did not has complete information about the organization culture and whereby she need use her intuitive judgment as the situation she had face is not the routine decision. Case Study 2: Wellness or Invasive Coercion? In this case, the CEO Jim Hagedorn used classical decision model where he acting rationally to have a wellness program and anti-smoking campaign to improve health of employees and reduce health care cost for the firm. This case happens in Scotts Miracle-Gro Company, Marysville, Ohio that involved the Scotts human resources policies. There are complaints from employee where the policy is intrusive. The corporate executives are concerned about rising health-care cost to employee who fail to take extensive health risk assessments. CEO Jim Hagedom used classical decision model because...
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...Power As Rhonda Clark received the phone that she would be the Chief executive officer (CEO) of the Smith foundation she was immediately excited. We can assume that being a CEO of a company would give a person power and control over the company to a certain extent. Rhonda Clark experienced some resistance from her staff when she became CEO. Below will be a discussion of “A model of Power in organizations” that relate to Rhonda’s situation. Legitimate power “Is an agreement among organizational members that people in certain roles can request certain behaviors of others” (McShane and Glinow, 2010, p.302). Rhonda by title has legitimate power over her staff members that are not mentioned in the article. The article focuses on her board members and the relationship amongst them. According to the article, it seems as though Rhonda has none or very little power over her board members. Similar to the presidency, in order for her to make decisions that effects her staff and stakeholders she is required to get board approval. And since she obtained the CEO position she has experienced a lot of friction from them. So in this situation she doesn’t have direct legitimate power over her board members. “Reward power is derived from the person’s ability to control the allocation of rewards valued by others and to remove negative sanctions” (McShane and Glinow, 2010, p.302). It is not clear in the article whether or not Rhonda has this type of power over her board members. As mentioned...
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...Unit 5 ‘Complete” 1. In a narrative form, discuss the key facts and critical issues presented in the case. Specifically, highlight the critical issues facing the Bank of America's I & D team. The case study of Bank of America as presented in the Harvard Business Review, Bank of America (BoA) experienced many issues found in organizations as they interject change in efforts to continually evolve. BoA, in the early 2000’s, was a juggernaut in the global banking and financial industry. Being one of the world’s largest financial institutions, it had to continuously pursue ways to improve, innovate, and remain the leader in its class. As banking competition increased, the number of branches began to decrease. Recognizing this, BoA set out to create a team that would be charges with the task of keeping the bank evolving, account holders growing, and to find innovations that kept them the leader of in the industry. The Innovations & Development (I&D) team was created. The I&D team reviewed the banks history of growth and acquisitions, evaluated its competition, and developed ideas and innovated programs that would theoretically keep the bank moving forward. As these ideas evolved, they needed to be tested in the market prior to implementing the new programs company wide. The leadership of the bank decided to create a small number of test sites that would allow the I&D team to implement their improvement strategies while having a minor effect on the...
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...Case Analysis – Leading Change at Simmons 1. The reinforcement theory heavily emphasizes on the concept of motivation, which is comprised of the idea of producing a positive result and countering a negative result. There is a striking difference in the Simmons plant culture in terms of motivation techniques of the worker in the typical manufacturing plant and the Janesville plant. In regards to the typical manufacturing plant’s culture, there was no particular sense of motivation. These plants did not adhere to the company’s values of empowerment, support and fostering growth and development in others. Apart from the Janesville plant, the rest of the manufacturing plants were competitive rather than collaborative with one another and employee morale was low. Within these plants, negative reinforcement was practiced. For instance, the leadership at the plant in Charlotte was “motivation through intimidation” which demonstrates the use of negative reinforcement through punishment and extinction. With the Janesville plant, there was a positive working environment where the associates were participants in every aspect of the plant such as making decisions and holding plant meetings. Tony Saliture’s leadership style positively reinforced the associates at the plant by motivating them and fostering great performance and productivity in return for desirable rewards. 2. Simmons owners, the Fenway Partners are leaning towards opposing the $7 million investment in the Great...
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...Fran Hayden Joins Dairy Engineering INTRODUCTION Fran Hayden is in the final year of her Bachelor of Management Studies (BMS) degree at the University of Waikato, who has been offered the position of Assistant Cost Accounts at Dairy Engineering (NZ) Ltd, Hamilton. The company manufactures equipment for the dairy industry. The head office of this company is organized into two sections, Cost Accounting and Management Information Services (MIS). To Fran’s disappointment she was not welcomed at the company. Even worse she discovered that there was no vacancy for her in Cost accounting instead she had been assigned to management information systems (MIS). Peter Bruton is her new boss and Mike, Tom and Adrian are her colleagues. Her first assignment was the compilation of the monthly Management Report known as “Big Brother”. Fran found that her part was almost entirely One day the Chief Accountant called Fran to his office to tell her about an upcoming management workshop in Auckland on Performance Measurement. Rob suggested Fran to attend the workshop. Unfortunately her boss was away on two weeks leave at the time but Rob said he would talk with Peter. Fran enjoyed the workshop. She even wrote a detailed report on the workshop for the Chief Accountant. On her return to Hamilton however she found all was far from well. Fran’s boss Peter was furious on Fran for going to the workshop without any prior intimation to him. He also attacked her verbally. The Chief Accountant on...
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...Citizenship Behavior For Organizational Performance BUS2010 Organizational Behavior Term Members Section 2 Group 5 Date of Submit: 29th April 2013 Date of Presentation: 17th May 2013 CONTENTS PAGE ✓ Introduction……………………………………………………………………….…1 ✓ Low Organizational Citizenship Behavior for Organizational Performance…….….2 ✓ Excessive Organizational Citizenship Behavior for Organizational Performance….4 ✓ Suitable Organizational Citizenship Behavior for Organizational Performance ...…6 ✓ Conclusion……………………………………………………………………….…10 Recommendations……………………………………………………...…..…11 ✓ Group Learning Refluences………………………………………………………….11 ✓ References LIST OF ILLUSTRATUIBS TABLE PAGE 1. Ordinary Least Squares Regression Parameter Estimates for Work Crew OCBs on Quantity and Quality…………………………………………9 Introduction Nowadays, the growing number of companies and researches have focused on and had the argument about the organization citizenship behavior for the organizational performance, especially the way of organization citizenship behavior affecting organizational performance. Some of them believe it in an easy way that the more attention is paid on organization citizenship behavior, the...
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...Organization Citizenship Behaviour RELATIONSHIPS BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIORS, EFFICIENCY, AND CUSTOMER SERVICE PERCEPTIONS IN TAIWANESE BANKS HsiuJu Rebecca Yen Department of Business Administration College of Management Yuan Ze University 135 Far East Rd. Chung Li, Taiwan Email: hjyen@saturn.yzu.edu.tw & Brian P. Niehoff Department of Management 101 Calvin Hall Kansas State University Manhattan, KS 66506 Phone: (785) 532-4359 FAX: (785) 532-7024 e-mail: niehoff@ksu.edu Running Head: OCB and Effectiveness MIDWEST ACADEMY of MGMT OB/OT Track RELATIONSHIPS BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIORS, EFFICIENCY, AND CUSTOMER SERVICE PERCEPTIONS IN TAIWANESE BANKS ABSTRACT Organizational citizenship behaviors (OCB) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Prior theory suggests and some research supports the belief that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non-U.S. samples. The present study examined relationships between OCB and two indicators of organizational effectiveness -- the efficient use of human resources and perceived service quality – for bank branches in Taiwan. The results supported a relationship between the OCB dimension of altruism and the efficient use of human resources...
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...literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Although this distinction has clarified some confusion in the literature, it remains unclear (a) which trust antecedents have the strongest relationships with trust and (b) whether trust fully mediates the effects of trustworthiness and trust propensity on behavioral outcomes. Our meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance (task performance, citizenship behavior, counterproductive behavior). Meta-analytic structural equation modeling supported a partial mediation model wherein trustworthiness and trust propensity explained incremental variance in the behavioral outcomes when trust was controlled. Further analyses revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust. These results generalized across different types of trust measures (i.e., positive expectations measures, willingness-to-be-vulnerable measures, and direct measures) and different trust referents (i.e., leaders, coworkers). Keywords: trust; trustworthiness, commitment, integrity, citizenship Trust has become an important topic of...
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...© Centre for Promoting Ideas, USA www.ijbssnet.com A study of Organizational Citizenship Behaviours, Organizational Structures and Open Innovation M. Muzamil NAQSHBANDI* Dr. Sharan KAUR Deptt of Business Strategy and Policy Faculty of Business and Accountancy University of Malaya, Kuala Lumpur, Malaysia- 50603 E-mail: virkul@gmail.com* Abstract With increasing technological advances, the need to create not only innovations but faster innovation has become a part of sustaining or gaining competitive advantage. Open innovation paradigm answers this need by utilizing larger resources and expertise that firms involved in the open innovation process offer. Given the recency of the concept of open innovation, the factors that influence the creation of open innovation are hazy. Most of the research on open innovation looks at the “hard” aspects of organizations, while the soft issues stand less researched. This conceptual paper draws attention to two such aspects of organization: organizational citizenship behaviour and organizational structure. This paper proposes that practicing organizational citizenship behaviours by the employees enhances the chances of creation of open innovation while not doing so can botch up the whole exercise particularly during the infancy stage. It is also proposed that informal organizational structures favour creation of innovation in the open innovation paradigm more than the rigid formal structures. It is further argued that...
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...changed over the past two decades. The introduction of foreign products has improved the quality of the local products. The lifestyle has also witnessed a major shift from the pre – liberalization years. Thus the changes that are occurring worldwide are very important and forcing organizations to change. Therefore the change agent working in a traditional organizational development framework, describing culture is the first step in a rational change process which involves moving an organization from ‘here’ to ‘there’. For the practitioner who works from a complex or living systems perspective, describing culture is also as a key part of the change process itself. The paper is an attempt to investigate as to how much a given Organizational Culture can predict the prevalent Organizational Citizenship Behaviors in three different sectors namely, Manufacturing, Banking and Information Technology. Index Term—Organizational culture, organizational citizenship behavior, correlation. I. INTRODUCTION The concept of organizational culture is relatively new and is still evolving. The discipline of organizational culture emerged from the fields of anthropology and sociology. The formal writing on the subject began by Andrew Pettigrew in 1979 from an anthropological point of view. Pettigrew focused on the concepts of myth, ritual, and symbolism in an organization context [1]. The culture is particularly important when attempting to manage organization-wide change...
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...Consultancy Report Index Executive Summary....................................................................................................................................................1 Organisational Context ...............................................................................................................................................2 Social and Economic Contexts ...................................................................................................................................3 Theoretical Overview .................................................................................................................................................3 Methodology ..............................................................................................................................................................8 Data Sample ...........................................................................................................................................................8 Measures .................................................................................................................................................................9 Control Variables ...............................................................................................................................................9 Abusive Supervision (AS) ............................................................................................................
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...Crіtіcаl Еvаluаtion Of Rеѕеаrch Mеthοdѕ Аррlіеd Tο А Hοѕріtаlіty Cοntеxt Dеductіvе vs. Іnductіvе Based on dеductіvе vs. inductіvе techniques whenever researchers conduct research in hospitality and tourism research proejcts they dіѕtіnguіѕh bеtwееn twο bаѕіc kіndѕ οf аrgumеnt: іnductіvе аnd dеductіvе. Іnductіοn іѕ uѕuаlly dеѕcrіbеd аѕ mοvіng frοm thе ѕреcіfіc tο thе gеnеrаl, whіlе dеductіοn bеgіnѕ wіth thе gеnеrаl аnd еndѕ wіth thе ѕреcіfіc; аrgumеntѕ bаѕеd οn еxреrіеncе οr οbѕеrvаtіοn аrе bеѕt еxрrеѕѕеd іnductіvеly, whіlе аrgumеntѕ bаѕеd οn lаwѕ, rulеѕ, οr οthеr wіdеly аccерtеd рrіncірlеѕ аrе bеѕt еxрrеѕѕеd dеductіvеly. А dеductіvе аrgumеnt іѕ οnе whοѕе cοncluѕіοn fοllοwѕ frοm thе рrеmіѕеѕ аѕ rеquіrеd. Thіѕ fеаturе іѕ cаllеd vаlіdіty аnd іѕ whаt dіѕtіnguіѕhеѕ іt is frοm οthеr аrgumеntѕ, ѕuch аѕ thе іnductіvе аnаlοguе. А nеcеѕѕаry rеlаtіοnѕhір еѕtаblіѕhеd bеtwееn рrеmіѕеѕ аnd cοncluѕіοn іѕ cаllеd vаlіdіty. Dеductіvе rеаѕοnіng іѕ rеаѕοnіng thаt іnvοlvеѕ а hіеrаrchy οf ѕtаtеmеntѕ οr truthѕ. Ѕtаrtіng wіth а lіmіtеd numbеr οf ѕіmрlе ѕtаtеmеntѕ οr аѕѕumрtіοnѕ, ѕtаtеmеntѕ thаt аrе mοrе cοmрlеx cаn bе buіlt uр frοm thе mοrе bаѕіc οnеѕ. Іf-thеn dеductіvе rеаѕοnіng іѕ hοw ѕcіеntіѕtѕ (аnd οthеr реοрlе!) cаn tеѕt аltеrnаtе hyрοthеѕеѕ. Mаkіng dеductіοnѕ іѕ іmрοrtаnt whеn wе cаnnοt dіrеctly οbѕеrvе а cаuѕе, аnd cаn οnly οbѕеrvе іtѕ cοnѕеquеncеѕ. Thіѕ kіnd οf rеаѕοnіng cаn bе mοdеlеd by thе fοllοwіng: Іf ... Thеn... But... Thеrеfοrе... On the other ahdn inductіvе rеаѕοnіng...
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...Employees’ Training: A Way towards Organizational Commitment and High Performance An Argumentative Paper on the Bond between Training, Commitment and Performance Maryam Afzal maryam_afzal1@yahoo.com Abstract The main purpose of this paper is to discuss the importance of employees’ training for organizational commitment and organizational performance. An argumentative approach has been used to reveal the importance of employees’ training. By training the employees their skills and abilities are enhanced which make them work more confidently and with full devotion and interests. Training the employees is not the wastage of organizational money but it is more like an investment which has got high returns. By reviewing the work already done in this area of interest, the paper clarifies what employee training, organizational commitment and high performance particularly mean in the dictionary of any organization. Training means to provide the employees with basic and additional tools and techniques to mold themselves with the changing environment. Organizational commitment means that employees will stay longer in the organization with their own will and desire as long as they can. And organizational performance means the productiveness of the organization which is both effective and efficient. Then it shows the link among the three concepts that how they are interconnected. The discussion section briefs the concepts again with the views upon the following; firstly, which type...
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...BOB KNOWLTON CASE MBA 633: Case #2 Bellevue University December 18, 2012 DESCRIPTION This case centers on Bob Knowlton, a newly appointed project head who was promoted through a former project leader, Dr. Jerrold. Everything was going well for Knowlton until a new and brilliant addition was added to the team, Simon Fester. DIAGNOSIS The cause of the problem in this case is Knowlton’s passive characteristics. As project leader, Knowlton sees that there is tension building within the group as a result of Fester’s determination. Throughout the case we are confronted with many instances where Fester’s initiative to achieve results causes Knowlton to feel threatened and aggravated. Instead of acting as a leader and confronting the distracting nature of Fester’s behavior, Knowlton simply nods his head and agrees with everything that transpires. Fester is simply continuing his prevalent path because he feels that he is contributing progress to the project. This entire scenario could be remedied if Knowlton were to step up to the plate and act in a fashion that is consistent with his job title, leader. No one is going to hold Knowlton’s hand and correct the Fester dilemma, because it is Knowlton’s job to administer action. THEORY When provided the opportunity to confront Fester’s theories and group cooperation, Knowlton became a victim to his own passive behavior. Instead of taking charge and correcting the discrepancy of Fester’s action towards the team and himself...
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